Evaluating Change Management and System Implementation

Evaluating Change Management and System writ of executionIntroductionRapid growth in the alignment of IT into stemma process to remain warring in an unhealthy global market has intrinsic sort involved in every aspect of business sector. To handle these changes the change focusing is required. In my suasions change solicitude nookynot be defined in a single definition because schema and acts neuter differently based on the project unavoidably. Change concern is the inbuilt part of project management. Change management draws expertise decision from the both internal and external factors of an organization. These plans argon fabricated within the project plan and re come acrossed from clock time to time. correspond to Dunleavy et al (1993), it is inevitable for an presidency to manage the emotional up and downs of the people, if thither is a massive change under taken by an governing body. According to the recent survey conducted in 2005 by the McKinsey participatio n relieved that only 30% of the change management projects ar successful. Dunn CIO of nestle company said (Worthen, B. 2002) paltry to SAP brings the change in peoples working style. It acts like ch altogetherenging their main beliefs, philosophy, and things which they had perused in the past. And he also says that Change management is the influencing factor of all study IT implementation independent of the softw atomic number 18.My views abstracted from my past experience in SAP implementation (two complete life cycles and two reinforcement projects) and resume attached in my world-class blog.System ImplementationsHuge investments are made system implementation in the industry and it is said to de withstandry business efficiency as a result. To produce these improvised results there need to be change process involved. Lets consider the example of SAP implementation, these implementations requires the business process reengineering in order to tackle the business to SAP system s. business enterprise process reengineering (BPR) triggers change within the organisation.Implementation methodsthither are four different implementation methods that are commonplacely used. They areBig bang all at oncePilotPhasedParallel processBest practice (SAP)In my experience SAP implementation has the first three methods in complete life cycle process. When the company shows the interest towards the SAP then the provider provides the IDES version software to check and make them homely with SAP business process. (Pilot method at initial stage after PID).In all the case of my experience ERP implementation happens in a pornographic bang phase but there was one different proposal to go with parallel process and it was dropped because more number of data operators where required to eat up both the systems(i/o).When the project moves towards the support phase of the life cycle then the project follows the phased implementation methods.In ECCI the top management decided to Im plement ERP to apparatus a control over the different value chains this triggered the change. ERP implementation in this organisation had a major impact of the work force, so the ITIL simulation was followed to handle those change.Request for ChangeRFC AnalysisChange PrioritizationCategorizeChange Advisory BoardChange ScheduleBuild Test ChangeImplementationTop management prioritised ITIL role model the al most(prenominal) when the BPR was processed.The ERP group analysed the critical factors and consequences towards ERP implementations by carrying out a force country compend. The driving forces and restrain forces where identify in force field analysis. At the initial stage of the project, there was more number of restraining forces rather than the driving forces.We used a little strategy to clean-cut down the strong points of the restraining forces. E.g. coordination between departments increased by explaining the benefits for each department and how it benefits its process . Other example culture of organisation where managed with the involvement of top management.Force field analysis was a continual process until the equilibrium reached the desired state. During my work I didnt realise it was a Lewins Model of Change, in reality process which we where future(a) was Lewins Model of Change. (Unfreezing, change process and refreezing).In an unfreezing state we found out the elements that can reduce the strength of each restraining forces.Change process, those indentified elements where changed using ITIL framework process.Refreezing state was keep by a continuous monitoring process.The management in Priya Creations was not flat structure which followed the old classical approach. I was designated a business analyst in this organisation and found various issues relating to organisation structure that affects the performance of the organisation. Top management decided to change structure to flat and a modern structure. It aimed at empowering of employe es and fast learning organisation to compete among the competitors. According to Burnes, (2009100-154), the organisation that follows the Culture-Excellence and becoming a learning organisation will benefit there operational value chain and their strategy. According to Mintzberg et al, (2009), 10 school of strategy define the 10 different values for a modern organisation and how they comport to the success of the organisation. These ten different schools where consider while restructuring the organisation.According to Nicolai,(1997), strategy is the pattern of decisions in a company that determines and reveals its objectives, purpose or goals, produces the principal policies and plans for achieving those goals and defines the figure of speech of business the company to pursue, the kind and nature of economy contribution to its customers, employees, shareholders and communities.According to Burnes, (2004), Emergent and planned approach are the two dominant category of organisationa l change that are generally agreed. He uses the 5 Ps to differentiate planned and emergent approach. In planned approach he describes Strategy as a plan, position and ploy. Strategy as Perspective and Strategy as pattern is described as emergent approach. In my view the emergent change proceed spontaneously by a certain task which are not intended or anticipated for developing this change.Planned approachPlanned approaches are task that are carried with the intention to trigger the change and planned well ahead. Lewin saw that planned change is principally targeted at operational excellence and gay interaction done group outings and social programmes. (Burnes, 2004). Planned change can be easily handled by analysing the internal and external factors.The project team in ECCI has rophy up a team for the strategic planning process. Objective of that team was to make the project smother in the post go live stage. Team has to analyse various internal and external factors that could a ffect the process in the post go live. Internal factors were identified using SWOT analysis within the organisation. It determined the strength, weakness, opportunities and threat.The strengths that are identified whereTOP Management commitments.High calibre project team.Good technical resourcesThe opportunities that are identified whereHigh competitive advantage with better reportsIncrease in operational efficiencyThe weakness that are identified whereSkill level of employeesInadequate trainingThe Threats that are identified whereEmployees reluctant towards changeengineering at siteImplementation costExternal factors were identified using PESTEL analysis within the organisation. It determined the political, economical, social, technological, environmental and legal.There were some factors like political, economical and environmental didnt have much negative influences towards the post implementation side.SocialECCI is a construction company in which most of people in the site where semi skilled workers. They looked at the software as giant and there data was most crucial inputs for report analysis.TechnologyThe internet connectivity in some of remote site where bad and most systems in site need to be upgraded.LegalSAP charges every company based on the number of user, So the limitation to number of user considered to be a task. Assigning the authentication access to users was also questionable.Strategy as an evolution and selection of right technique was assigned the corresponding department heads. The operation of these techniques where monitored by the project team.Emergent changeAccording to Carnall (2003), there is common thing that exist among the practitioner and theorists, the magnitude and greater frequency of change has made it less predictable in the recent past. In the present business environment change cannot occur from solitary even environment. (Garvin 1994). Emergent impacts can occur from a change program that is even planned and executed m ost carefully.Kotters (1996) framework for analysis of change eight steps used for the emergent change in the organisation. He empathised on the stand of staged and sequential approach. His framework looks carefully at all stage of change to avoid the pitfalls and it also go in hand with ITIL framework.(1) Establish a sense of urgency naughtylighted the needs of the change.(2) Form a powerful high level coalition to guide and lead the changes formed a team who can take a high level decision and act independently.(3) Created a organisational vision for the future.(4) Strategy that Communicate repeatedly and consistently vision to entire organisational structure.(5) Empower people in the organisation to act on the vision Doing the needful to achieve the vision.(6) Planed a visible performance improvement for a little-term.(7) Consolidate improvements and produce more change(8) mail new approaches Brief the new working process and encouraging the work force adopts the change.Acc ording to Burnes (200911), Cultural and political process derives the emergent change. The resources and capabilities of the organisation are matched with the opportunities and constraints posed by the business environment. Organisation culture was analysed through heathenish web to avoid imbalance in the organisation.According to my experience the culture of the organisation determines the success of the project. It can either be positive or negative effects. If we take any example of ERP implementations, the people attitude towards the Project may vary based on their own benefits. The conflicts can arise based on the personalized or cultural value of an organisation.From my experience, (Natarajan, November 27, 2010) the culture in the organisation can be easily managed in a proactive manner. The most of ERP implementation carry out the analysis of the organisational culture before start of the project internally. Johnson Scholes (2008), cultural web model has us to analysis the various aspect of the organisation. This analysis will have great contribution towards the change.From my experience a learning organisation can improvise the work culture within the organisation. An organisation is said to be learning if it convert the tacit acquaintance to the explicit knowledge. In ECCI we set up issue log common in a common directory, it helps us in logging all issues thats been generated during implementation and this become a credentials for the further referencing.According to Mintzberg,(1989), Number of change that emerges unrelated to the decisions made by the managers. Therefore the change is not planned. These decisions were made on the basic of organisation conduct and its environment assumptions.Leaders establish the vision for the future and set the strategy for getting there they cause change. They motivate and inspire others to go in the right direction and they, along with everyone else, sacrifice to get there. (John Kotter, 1996)According to Moh rman et al,(1995), The style of traditional leadership in the is questioned in the rise of organisational flattening structure and empowerment teams. Self management and self leadership followers emphasizes the development of empowering leadership and suitable for empower leadership. They influence the team by encouraging the creativity, independent actions, team working, self-rewards.(Manz Sims, 2001). In my personal view rational are those who suit into the empowerment leadership.In my view the impact on change management based on The Temperament matrix (Keirsey, 1987) and representing in terms of percentage.What isWhats possible?WhatWorksArtisans (20%)Rational (40%)Artisans could be a problematic in the initial stage. Once the new process starts they will more productive because they believe on hands on experience. Troubleshooting attitude will supercharge them towards the new process as complicity arises.Rationalist could have both ingrained impacts (positive and negative) d epending on the change impact towards their personal role because they strongly believe in supremacy.WhatsRightGuardians (10%)Idealists (30%)Guardians are the derive agents of change. They take the ownership for the process to support the organisation for the change.Idealists acceptance to the change based on stages. They compare the real world entity with the theoretical study.Temperament MatrixIn my view the persons who suits into change management based on The Temperament Matrix.What isWhats possible?WhatWorksArtisansRationalDevelopers/ ExecutivesFunctional HeadsWhatsRightGuardiansIdealistsProject Manages / support executivesUsersTemperament MatrixSource (Natarajan, November 10, 2010)ConsultantsIn my view consultants (Natarajan, November 19, 2010) are the expertises who are brought in to do a specific task for a certain period of time in which the organisation has few or no experts. Consultants have wide knowledge about the specific field and give advice on that subject matter.Co nsultants can be recruited within the organisation or tie-up with a consultancy company which has a pool of consultants (eg IBM) and decision is left to the top management to decide whether to have internal or external consultants. mental thought makes us believe that the consultants are always right and organisation views report more seriously when compared to the internal reports. This is because they are independent variables, so is there is no control of superiors over them because suggest things not implement them and they look things differently.The CONSULT ModelCONSULT models reminds me of the life cycle of the consultancy project which is unique for all consultancy projects. The problem with this model is identifying the issues, no of resource and the time line for the project. In my experience consultants life span is where short over a particular project, in which he need to get adjusted to the organisation standards, culture and nature of a job over a short period of time . Understanding the problem depends on the business analyst who does the knowledge transfer and the consultant has to map the business in the IT world.Relationship between clients and consultantsPurchase of expertiseThe task is accustomed by the client and consultant executes the task.Doctor/patient modelThe task is not disposed by the client but some information is given in the form of data where the solution should be given by the consultant.Process ConsultationHere the problems and the task where indentified together.My experience at ford as a part time consultant. This was high prioritised task, when Process Integration system ford failed to react to one third party applications. The sense of urgency was maintained to handle that task. The ford top management had a serious concern over task as one important application failed. There was short time strategy to resolve within a short period of time. The group of PI consultant from different firms worked under a single team to ha ndle this issue. There was a difference in the opinions, they where shorted out by project manager and the delivery manager.Return on investment (ROI)In my view budget for the IT projects very high, the investors needs to look into the cost which can be incurred certain duration of time. ROI is analysed before start of the project to decide whether every cent spent is worthwhile. (Natarajan, November 10, 2010)BenefitsThe objectives contribute towards the benefits of the project. Analysing the key benefits will help project team to encourage other members of the organisation towards the success of the project. Benefit realisation will encourage the investors or board of directors and their contribution.RiskThe risk can be handled but predicting risk in early stages can prevent damages. Risk analysis relives the d.o.a. spots in the project and these should take into consideration while implementing the project.ConclusionChange can be managed if the change process is controlled. The t op management strategy and vision towards change should be empowered.ReferencesBurnes, B. (2009) Managing Change, (5th Ed), Harlow FT Prentice HallBurnes, B. (2004), Kurt Lewin and the planned approach to change a reappraisal, Journal of Management Studies, Vol. 41 No. 6.Burnes, B. (2004), Managing Change, quaternate ed., FT Prentice-Hall, London.Carnall, C.A. (2003), Managing Change in Organizations, 4th ed., FT/Prentice-Hall, Harlow.Dunvely, Patrick and Christopher hood 1993. From old public administration to new public management.Public Money and Management14(3)9-16.Garvin, D.A. 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San Francisco Jossey-Bass.Natarajan, S. (2010-11) CMSI Personal Blog, hosted on Sheffield Hallam University Student Portal.Nicolai J. Foss.. (1997). The concept of corporate startegy.. In 1Resources, firms and strategies a reader in the resource-based perspective .. Oxford Oxford University Press. 52.Breese, R. (2010). Change Management and System ImplementationLearning material workweek 8 lecture slides change processes. R etrieved 1 7, 11, from http//shuspace.shu.ac.uk/webapps/portal/frameset.jsp?tab_tab_group_id=nullurl=/webapps/blackboard/execute/courseMain?course_id=_218582_1Worthen, B. 2002. Nestles ERP odyssey. CIO Magazine, May 15.