Chapter 1

1. Chapter 1 Managing Change Ersin Gencturk Bogazici University – Software Engineering

2. What is managing change about ? • It is all about dealing with the people issues , and about involving people at every stage in the project to help ensure it realises the full business benefits. • Many problems are caused by users not having been adequately prepared for the change.To avoid : plan a change programme

3. Key considerations for a change programme • Plan in the same way as you plan the development and implementation of the system itself. • Ensure that it not only includes communication and training.Timing and methods should make transition easy for users. • Avoid too many changes at a time slice • Involve users in planning and implemantation the change programme.

4. Reasons for business change Why the company spents money and time for the IT projects? • Business survival • Improved efficiency • Competitive advantage • External factors

5. Business survival • Production automation systems and workflow systems often feet in this category • Time is often key success factor,to hit deadlines you may need to compromise on the spesification

6. Improved efficiency • Most cases it is the ability of management to make better decisions based on the information provided by the systems that results in increased efficiency. • You have to take people with you and to be sure that they know what a better decision is. • MISs and office systems are the examples.

7. Competitive advantage • Keypoint is encourage innovation and new ideas throughout the project lifecycle. • If the way forward were clear at the start of the project then the competition would have throught of it too and so there would not be much advantege in progressing it. • Rapid prototyping and end-user solitions are tacticts that often used.

8. External factors • You need to be carefull about stakeholders who have to be satisfied by what you are doing. • You need to avoid unhappy surprises at the implemantation stage but be ready for the rules that can change. • Involvement is a key process.

9. How big is the change ? • Radical short term (3-9 months):restructuring and redeployment of stafflong term (1 year +) :Business process re-engineering. • Incrementalshort term (3-9 months):Process automation and refinementlong term (1 year +) :TQM , innovation schemes.

10. Resistance to change • Managers are usually O type. • Users are usually D type. The Chinese Ideogram

11. The phases of change Figure 1.2 The phases of change

12. Organisational cultures • Power-based culture: • Centralised and informal • Get and demonstrate sponsorship • Bureaucratic culture: • Centralised and formal • Play by the rules and use your network • Task-based culture: • Devolved and formal • Regular use of project teams and task forces • Individualistic culture: • Devolved and informal • Everyone has an opinion – consensus neededsponsorship : A person or group within an organization that funds, provides rationale, and takes responsibility for a project (http://www.ds.uillinois.edu/glossary.asp)

13. Sociability/solidarity matrix Figure 1.4 Sociability/solidarity matrix Source: Based on Rob Goffee and Gareth Jones, The Character of a Corporation, 2nd edition, Profile Books, 2003

14. Networked Cultures Advantages : • People know each other at work and outside work • There is openness , trust and tolerance Disadvantages : • Can be over-tolerant of poor performance. • Too much focus on process rather than the result.

15. Mercenary Cultures Advantages : • Strong agreement about targets and goals • Work is very important and there is great task focus • Socialising has a purpose : to talk about work ;-) Disadvantages : • It is a ruthless place to work !! • No peace or sympathy • People who do not deliver are a “waste of space”

16. Fragmented Cultures Advantages : • People work for themselves not for organisation. • High performance is everything it is not who you know , it is what you deliver that counts • Lots of freedom Disadvantages : • Is the culture of individual (particulary friendly) • This culture usually found in legal practices , consultancies , radio and tv and academic world !!

17. Communal Cultures Advantages : • Have a high level of commitment to each other • Are focused on product or service • Work in teams all the time • Support the leader Disadvantages : • Absorbs all the time • If you want a life out of office do not prefer !!

18. Change competence/commitment matrix Figure 1.5 The change competence/commitment matrix

19. Four-phase model for business change Figure 1.6 Four-phase model of managing business change

20. Risks of a traditional approach to change Figure 1.7 The risk of the traditional approach

21. Summary • Treat everyone with equal respect,making an effort to understand their motivations , viewpoints and perspectives • Being right doesn’t count.You need to make people with you to get their commitment , their buy-in • Always maintain your focus on the business benefits of the change • Take advice from , and use the help of experts.You don’t have to do it all yourself!

22. Thanks for listening • Any questions ? • You can download a copy of this ppt at http://www.gencturk.org/ersin/swe/swe523.ppt