Change Management 100 Success Secrets - The Complete Guide to Process, Tools, Software and Training in Organizational Change Management. Gerard Blokdijk
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Have the ability to organize the Request For Change or RFC.
L Prepare for the meetings of the Change Advisory
Board.
L Agree and justify the proposed change models and
standard changes. The building, testing, and implementation of the change must also be supervised.
L Be able to handle any back out for changes that
failed.
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L Be aware of the tools that support the implementation of Change Management, and determine how to
make improvements.
The certificate for change Management is only awarded to those people who are determined, and posses the qualities of a competitive Change Manager.
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The Risks a Change Management
Consultant Faces From His Own Clients
You usually associate clients as being necessary for your change management consultancy business to prosper D after all, no consultancy can survive if there are no clients. But, did you know that a change management consultant can suffer harm from the clients themselves?
Here is how a client (and his representatives or subordinates) can sabotage the efforts of a change management consultant to initiate and establish an effective change management program in the clientOs organization:
First, all seems to be proceeding normally D the change management consultant is hired, he identifies the causes of problems that crop up when the changes are being initiated, and proposes a program that will resolve this situation so that the changes can be properly carried out (and hopefully the change management consultant can then move on to his next client.)
However, the client (or his subordinates) surprisingly will not react positively to the progress that the change management consultant is making. On the contrary, they may seem offended, and perhaps be even downright hostile, after the consultant has proposed his solution. What happened between hiring the change management consultant, and when the consultant came up with an effective solution?
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What the change management consultant may not have expected is that the client and his managers, and other subordinates may have realized that either:
L they could have thought up the solution proposed by themselves; and/or
L they feel that the consultant places them in a bad
light as members of management by coming up with
a solution to the problems.
Whichever holds true, the poor change management consultant is placed in an uncomfortable situation. To resolve this, the consultant may opt to leave after proposing his solution, so the client and his people can implement it themselves, which thus puts these members of management in a good light again, since they seem like the heroes in the situation, to the unwary.
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A Broader Look at the Definition of
Change Management
We know that Change Management, by its very name, involves management of changes. They occur within an organizational setting, meaning changes do not occur in a vacuum.
There are certain elements that come into play when a Change Management process is introduced into a firm. These are called Functions, Goals, Resources, Environment, and Principles.
Functions refers to the purpose of the project, or what products or services are expected to be produced by the company, should the project be successful. Any project has to serve a specific purpose (function) or else itOs meaningless.
Goals refers to the specific change(s) that the project aims to put into play, or set in place. It differs from function in that a function would be the reason the project exists, while a goal would be the objective that the project aims to accomplish.
Resources are defined as the scalability and capacity of the project. Will it succeed as it is currently designed? Or are there other elements that have to be tweaked first before the project can accomplish its goals and fulfill its function?
Environment refers to the elements in the surroundings of the firm, or perhaps the components of the organization itself, which may be influenced by the project outcome. Since the change management project does not exist in a vacuum, the environment may in turn also affect the project.
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Principles is concerned with function in a way, since it tries to foresee whether the functions will be affected in any way. You can say a basic principle of a change management project is that it should not hamper the function(s) in any manner, or else we can say the principle of the project has been violated somehow.
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The Change Management of ITIL
The main objective of the Change Management of ITIL is to make sure that the standard methods and processes are used for the efficiency and on-time handling of the changes implemented to reduce the impact of the problems related to the change done to the quality of the service of the organization. The plan for the set up and the ongoing strategy for Change Management in a particular organization helps support the entire IT service management infrastructure. The Change Management also support or limit the success of the other processes of ITIL.
To make sure that the supply of the IT services are efficient, it is important that the change is managed, monitored, and controlled in a systematic way. This will help reduce undue disturbances to the IT services that are delivered to the customer. The Request For Changes or RFC can be developed to correct any fault in the IT infrastructure that was identified in the process of managing problems. Change Management has the full responsibility for managing, monitoring and controlling the way that the change is planned, initiated, assessed, scheduled and implemented.
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