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IT Change Management

IT Change Management. Merle P. Martin MIS Department CSU Sacramento. Agenda. Challenge of change Change process identify need describe assess environment position move forward Critical Success Factors. Dilbert Change.

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IT Change Management

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  1. IT Change Management Merle P. Martin MIS Department CSU Sacramento

  2. Agenda • Challenge of change • Change process • identify need • describe • assess environment • position • move forward • Critical Success Factors

  3. Dilbert Change “People hate change, and with good reason. Change makes us stupider, relatively speaking. Change adds new information to the universe; information we don’t know. Our knowledge - as a percentage of all the things that we know - goes down a tick every time something changes.” Dilbert Principle, pg 18

  4. Challenge of Change • Disrupts frames of reference • Presents a future where past experiences do not hold true • What value seniority? • Engenders reluctance to IT change

  5. Positive Impacts • Improved jobs; opportunities, satisfaction, conditions, pay • Improved product quality, cycle time, convenience, cost • Competitive advantage • Increasing productivity, health, leisure time, educational opportunity

  6. Negative Impacts • Degraded jobs; opportunities, satisfaction, conditions, pay • Increased costs, risks • Unwanted side effects • Changes to business processes • Obsolete skills, experience • Impact on business partners • Changed economic models

  7. Types of Resistance • Avoidance: • pretend new systems don’t exist • maintain informal / redundant record-keeping systems • Projection: blame all application problems on new system

  8. Resistance (Cont.) • Hostility: • users antagonistic • particularly to advocates of new system • Sabotage: try to make new system fail

  9. Business / Technology Rate of Change High Change Business Low Change Low Change High Change Technology

  10. Measuring Monitoring Performance Readiness for Change Communicating Engaging Organizing for Stakeholders Change FEB JAN Planning for Leading Change Transition Change Management

  11. IT Change Process • Identify need for change • Describe the change • Assess change environment • Position for change • Move forward • Follow up

  12. Identify Need “When it is not necessary to change, it is necessary not to change.” • Result of IT top-down, strategic planning • Beware of Law of Hammer “Give a kid a hammer, and you’ll be surprised what needs to be hammered”

  13. Develop Need • Point out alternatives to existing problem • Dramatize end-users importance in solving problem • Convince end-users they are capable of solving problem

  14. Describe Change • What • Why (strategic plan) • Who (stakeholders) • Where (geographic / level of organization) • When (preliminary)

  15. Assess Environment • AMS identifies people who can accelerate, slow, or block change initiative. Who: • is driving initiative? • seems to be resisting? • is empowered to make decisions? • can make change succeed or fail?

  16. AMS People • WHO: • will be affected by the change? • will take an interest in change and its effects (e.g., regulators and public)? • will be responsible for change when implemented?

  17. Department Approach • Carey studied different organizations’ success in implementing change • Found 4 significant factors • rigidity • commitment to status quo • knowledge of status quo • exposure to change

  18. Rigidity • Behavioral-rigidity scores on standard personality test • Prohibited as hiring factor • Can offset rigid mindset by: • changing in stages • measure by department • introduce change in less rigid departments

  19. Commitment to Status Quo • More commitment, more resistance to change • Make status quo unattractive: • higher chargeback rate • Make change attractive • enhance (sell) image • increase status of those who use it

  20. Knowledge of Status Quo • Length of time worked with old IT • Supervisors, managers • Surround strategy • implement change elsewhere • peer pressure

  21. Exposure to Change • More exposure, more positive attitudes to change • Early indoctrination, training • Prototyping

  22. Issue This is the era of continual change. Therefore, we can expect reduced resistance to technological changes? • Do you agree? • Why or why not?

  23. Position for Change • Create steering committee • Establish change goals • Design measurement system • Establish project management system

  24. Position for Change • Establish change team credibility • Design training program • Begin to sell change • Design change communication system

  25. Change Team Credibility • Establish credibility in • competence • honesty • objectivity • empathy

  26. Selling Change • Secure end-user commitment • Assume end-user perspective • Address end-user concerns

  27. Secure End-user Commitment • Build user competence • Make changes easier • Human Factors • Training

  28. Making Change Possible Change agent End-users IT Change Make system more usable Acquire knowledge & skills

  29. Assume End-User Perspective • Go to end-user work areas • Use end-user oriented tools • Play the role of the end-user • The Memo exercise

  30. Selling Change • Ferguires (1991) • Areas of end-user concern • Relative Advantage: • What’s in it for me? • How will my relative position be enhanced by this change?

  31. Selling Change • Compatibility: • What is the same in the new and old systems? • What won’t I have to learn? • Complexity: • How long is the learning curve? • Will I be able to learn the new system? • How long will it take?

  32. Selling Change • Try-ability: • Can I try it before I commit? • Prototyping • Observability: • Can I see it in action? • Who else is using it? • Do they like it?

  33. Communication System “Communication about change is a lot like a wooden hamburger. If you put enough garnish on it, somebody is going to swallow it.” Dilbert • Need honest communication system

  34. Honest Communication System • Where did we say we’d be? • Where are we now? • What’s the difference? • Why? • How will we solve this problem? • What’s our new prognosis?

  35. Issue What experiences have you had in good or bad communication in a change situation? • What would you have done differently?

  36. Move Forward • Measure / communicate results • Freeze positive behavior by rewarding change • Continuous (not ad-hoc) training • Shift from user reliance to self reliance

  37. Move Forward • Reduce resistance by: • user involvement • prototyping • user feedback • Repeat steps, if necessary • Implementation method • Use end-users to spread commitment

  38. Freeze Positive Behavior • Give rewards for change • latest equipment • off-site training • Establish continuous training • rather than ad-hoc

  39. Shift from Reliance to Self Reliance • Make end-users less reliant on you • Sacrifice your ego • Build end-user ownership “Old change-agents never die; they just fade away.”

  40. Use End-users to Spread Commitment • Identify / select leaders • Assign them to steering committees • Assign them to project teams

  41. Critical Success Factors • Senior management commitment • Be sensitive to people issues • Set aggressive improvement targets

  42. Critical Success Factors • Look to top performers for selling change • Measure and communicate • Instill a sense of ownership of the change by those undergoing the change

  43. Discussion Doug Busch Manager of Intranet Operations Intel

  44. Points to Remember • Challenge of change • Change process • Critical Success Factors

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