IntroductionBefore we get going,
first let us allay the confusion, or rather sloppy use, of the word "change"
in different combinations. First there is "Change Management" that is best
defined as: "The formal process through which changes to the project plan are
approved and introduced."[1] That is to
say the administration of formal approved changes to the scope of the project,
and consequential changes to the time and/or cost of the project including document
version control. Then there is the "Management of Change" best defined
as: "The means by which the people issues surrounding business process reengineering
are managed. This often involves a cultural shift in attitudes, expectations,
opportunities, training and future prospects, along with the reorganization of
people."[2] Author Gina Abudi uses
an even better label: "Organizational Change" that, these days, is clearly an
essential by product of almost all[3] business
associated projects. That is, if the "product" of the original project is to be
implemented successfully for the long term, and intended benefits realized, it
is necessary to change the "culture" of the people.[4]
It's like adding another phase to the classic four-phase project life span.
It's what many project managers feel what is at the end of his or her responsibility:[5]
"OK, the product is done and delivered, it's up to someone else to use it or put
it into practice. So where do we go from here?" Answer: Gina's book is a very
thorough exposition of what should take place either as a part of, or at least
in parallel with, or follow on for any serious business remodeling project. At
the heart of the book is the author's desire to see continuous, focused and positive
communication throughout the process of Implementing Positive Organizational
Change. The goal of this communication strategy is to ensure that those
affected will not see the change as something negative to worry about and resist,
but rather a valuable opportunity to embrace for the future. Thus the book is
intended for all those in the hierarchy from supervisors and managers up to senior
leaders and executives in the C-suite. Somewhere in this scale are also project
and program managers together with human resource professionals, business process
improvement professionals and their respective consultants. The Key Features
of this book include:[6] - The
challenges and negative perceptions of organizational change
- Continuous
communication best practices for engaging employees, and others most impacted
in pursuit of product success
- The value of using cross-cultural and cross-generational
teams to engage people in the change
- A project management approach that
includes how to plan for change during the original project to beyond deployment,
to ensure that the intended benefits are actually achieved.
- A large number
of mini case examples illustrating the associated texts in the book.
The
book is also supported by an extensive range of practical templates, surveys/questionnaires,
assessment tools, and check lists. These tools and templates are available for
download on line by purchasers of the book. About the authorGina
Abudi, MBA, has over 25 years of experience in organizational change management,
project and process management, leadership development, and human resources management.
She is President of Abudi Consulting Group, LLC, a management consulting firm
serving mid-size to large global organizations. Her work includes efforts such
as helping global organizations kick off large, complex change initiatives, setting
up communication plans for change initiatives, helping to create and launch Change
Management Centers of Excellence, and working with leadership to engage employees
in change. At the time of writing, she is working with the Project Management
Institute's non-profit Educational Foundation as a Community Engagement Member.
1.
See maxwideman.com/pmglossary
- Change Management definition #[D04398]. This is an essential part of the
project management process.
2. See
maxwideman.com/pmglossary - Reserve definition #[D04940].
3.
Indeed, if not "all"!
4. To a greater or lesser degree.
5. Unless specifically included in their job responsibility description.
6. Abudi, Gina MBA, Implementing Organizational Change,
J.Ross Publishing, Florida, USA, 2017, observations abstracted from back cover.
|
