Chapter 11: IT project manager

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The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended.

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 “People want this change.”  “Monday morning we’ll turn on the new system and they’ll use it.”  “A good training program will answer all of their questions and then they’ll love it.”  “Our people have been through a lot of change—what’s one more change going to matter?”  “We see the need for helping our people adjust, but we had to cut something…”  “They have two choices: they can change or they can leave.”
 The change may not occur.  People will comply for a time and then do things to get around the change.  Users will accept only a portion of the change.  The full benefits of the project are never realized or are realized only after a great deal of time and resources have been expended.
Driving Forces Resisting Forces Present Transition State Desired State State Unfreezing Changing Refreezing Force Field Analysis – Lewin, 1951 Figure 11.2
Emotional Response active anger bargaining acceptance stability denial testing shock passive depression Time Elizabeth Kubler- Ross, 1969
People Structure Technology Task Figure 11.4: Leavitt’s Model of Organizational Change
 Change may ◦ be an ending ◦ mean giving something up ◦ be stressful ◦ be easier for those initiating the change ◦ provide a basis for resistance and conflict ◦ change the “rules for success”
Figure 11.3
 Sponsor ◦ Initiating vs. sustaining sponsor  Change Agents ◦ The project manager and team  Targets of Change ◦ The users ◦ Must understand The real impacts of the change The breadth of change h What’s over and what’s not w Whether the rules for success have changed