{"id":8376,"date":"2021-09-03T03:51:19","date_gmt":"2021-09-03T03:51:19","guid":{"rendered":"http:\/\/ec2-52-95-249-27.ap-south-1.compute.amazonaws.com:8000\/blog\/?p=8376"},"modified":"2023-12-20T18:48:05","modified_gmt":"2023-12-20T18:48:05","slug":"why-is-change-management-important-in-the-timely-delivery-of-projects","status":"publish","type":"post","link":"http:\/\/ec2-52-95-249-27.ap-south-1.compute.amazonaws.com:8000\/blog\/why-is-change-management-important-in-the-timely-delivery-of-projects\/","title":{"rendered":"Why is Change Management Important in the Timely Delivery of Projects?"},"content":{"rendered":"

We have witnessed a myriad of transformations over the years. From businesses following a matrixed structure<\/strong> to technology and automation reinventing the job market and organizational landscape<\/strong>, it has come a long way. However, as direct as it sounds, these changes take time before getting adapted in a new business model.<\/p>\n

Several factors are directly or indirectly impacted while introducing these changes. For example<\/strong>, let\u2019s say you are integrating new resource management software<\/a> into the tech repository. This software will directly influence the workforce\u2019s productivity (both employees and employers), alter resource managers\u2019<\/a> way of working, and indirectly impact the workplace environment and culture.<\/p>\n

Thus, to ensure that the transition is seamless, managers first need to develop a framework <\/strong>to assess new way of working. Then, they form an action plan to successfully train and support the workforce to sail through this change. This process led to the importance of developing a change management strategy<\/strong>.<\/p>\n

A study<\/a> reveals that 93% of organizations with excellent change management plan met or exceeded project objectives.<\/strong> <\/em><\/p>\n

It can bring forth the discipline required to drive shifts and transitions within an organization. This article provides an in-depth explanation of change management<\/strong>, different models adopted by firms, and its impact on project delivery.<\/p>\n

\"Follow<\/a>
\nLet\u2019s begin with defining,<\/p>\n

What is change management?<\/h2>\n

Change management<\/strong> is a systematic approach that steers an organizational or project-specific change to fruition.<\/p>\n

It is a comprehensive process of forming a framework that makes the leaders, workforce, and teams adapt to the change hassle-free.<\/span><\/p>\n

The steps start from preparing the organization for change to gradually introducing it and evaluating its impact.<\/p>\n

These changes can occur at two levels- organization and project:<\/p>\n

Organizational change management<\/h3>\n

It is a set of processes that regulate new business processes, organizational structure, or cultural changes within an enterprise. Organizational change management<\/strong> is carried out when these changes are going to influence the enterprise as a whole.<\/p>\n

For instance<\/strong>, changing the traditional hierarchy method to matrix structure is an organizational change as it will change the functioning of the entire firm. These changes are usually done to align the processes and functions with the strategic objectives<\/a>.<\/p>\n

Project-specific change management<\/h3>\n

When changes or improvements<\/strong> are introduced at a project level<\/strong> to ensure seamless execution and delivery, it is known as project-specific change management. These changes only affect the project-specific teams and not the organization.<\/p>\n

The change management strategy<\/strong> implemented for projects supports the team members to adopt the transitions without affecting the project constraints<\/a>. For instance<\/strong>, introducing a whole new set of processes to run the project will require the team to be on board, understand and follow the new protocol, and finally deliver value.<\/p>\n

\"Project<\/a>
\nDifferent organizations develop different frameworks to align the change management strategy<\/strong> with their objectives. Here are some prominent models used:<\/p>\n

What are the change management models?<\/h2>\n

The transitions that are reinforced in an organization can either be long-term or short-term. Based on that, there are different models developed to help employees cope with the change. At the same time, organizations can tailor the framework that supports their internal structure, values, etc.<\/p>\n

Below is the list of some of the most prevalent models:<\/p>\n

The ADKAR model<\/h3>\n

Prosci founder Jeff Hiatt<\/strong> devised the ADKAR model<\/strong> after he studied the change patterns of over 700 organizations. The acronym ADKAR stands for:<\/p>\n

A-<\/strong> Awareness of the need for change<\/p>\n

D-<\/strong> Desire to participate and support the change<\/p>\n

K-<\/strong> Knowledge of how to drive the change<\/p>\n

A-<\/strong> Ability to implement desired skills and behaviors<\/p>\n

R-<\/strong> Reinforcement to sustain the change<\/p>\n

This model essentially emphasizes the need for personal change<\/strong> before propelling a shift in the organization. It allows change leaders<\/strong> or managers to prepare individuals for the transition and address any roadblocks they face during this course.<\/p>\n

The framework begins with creating the need for change<\/strong> amongst the team members and motivating them to build a desire to change. Then, the change leaders provide the right tools and processes<\/strong> to accept the change and finally reinforce the changes with rewards, recognition<\/a>, etc. All these steps combine to form this simple yet effective model.<\/p>\n

Kotter\u2019s 8-step process<\/h3>\n

Any change or improvement will prove futile and might reflect a counter effect if the employees are not on board with the plan. Keeping that in mind, Dr. Kotter<\/strong> formulated an extensive 8-step process<\/strong> that enables change leaders to persuade their workforce and implement the change successfully.<\/p>\n

Following are the steps of Kotter\u2019s model:<\/p>\n