To Lead a Successful Change Effort
Case for Action
+ Vision
+ Planmust be greater than our
Resistance to Change
Phase 1. INITIATION
• What are we trying to accomplish?
• Is it of value to the organization?
• Is it do-able?
Deliverables: Project Charter
Approval to Proceed
Project Charter• Problem Statement• Vision Statement• Desired Outcomes• Major Deliverables• Assumptions• Stakeholders &
Customers
Phase 2. PLANNING• Study options & identify best
practices
• Select strategies
• Identify specific tasks and sequenced timelines
Deliverable: Project Plan
Study the Options• Conduct site visits• Read the literature• Study customer
behavior• Talk with colleagues• Talk with customers• Survey
AND Synthesize
Select Strategies & Develop a Project Plan
• Desired Outcomes• Statement of Work incl. Scope• Work Breakdown (specific tasks)• Schedule• Budget: Capital & Operating• Evaluation Methods• Risk Assessment• Communications Plan• Transition Plan
Phase 3. IMPLEMENTATION
• Testing
• Roll-Out
Deliverables:
specific products identified in Project Charter
Phase 4. EVALUATION• Assess how well the desired (and
measurable) outcomes were met• Identify lessons learned through a
team debrief… and celebrate!
Deliverables: Final reports & documentationAssessment of measurable results at least 6 mos. after implementation
Designing a Project Plan
• Desired Outcomes• Scope of Work & Specific Tasks• Schedule• Budget: Capital & Operating• Evaluation Methods• Risk Assessment• Communications Plan• Transition Plan
Risk Assessment1. Identify Risks
• Technical, quality or performance
• Project management• Organizational• External
2. Analyze Risks
• Compare probability with possible impact
• Choose to avoid, mitigate, transfer, or accept the risk
Integration• Making trade-offs among competing
demands scope time
cost
• Integration to standard operations
+ The Product(s)Learning Commons Major Deliverables
• Redesign of LRC service and resource delivery• Marketing plan• Tools to measure impact of the work of the LRCs on student
success, tied to accreditation standards• Redesign and/or realignment of existing physical spaces and
proposal for new spaces• Staff training and development plan• Recommended staffing levels and realignments across the LRC
division
Projects = ChangeComponents of a successful
change effort
Cycle of changeLevels of resistance
1. I don’t get it
2. I don’t like it
3. I don’t like/trust you
BibliographyBibliographyThe Guide To Project Management Body of Knowledge
Project Management Institute, 2008 (4th edition)
The Project Management Institute, www.pmi.org
“Why Good Projects Fail Anyway” Harvard Business Review, Sept. 2003 Nadim F. Matta and Ronald N. Ashkenas
“A Survival Guide for Leaders” Harvard Business Review, June 2002 Ronald A. Heifetz and Marty Linsky
JobShift: How to Prosper in a Workplace without Jobs William Bridges, Perseus Books Group, 1995
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