change management
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The Cost of Vendor Delays Make sure that your change management process is clearly outlined at the beginning of a project and use it when there are unforced errors to get concessions from a vendor when the fault is clearly on their side. |
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That’s a Great Idea! Let Me Get Back to You… Being responsive to customer needs and desires is not a bad thing—the decision to accept, reject, or defer a change is something that should be considered in light of the consequences of the delay. |
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You Can’t Rush Agile Change Too often, organizations try to rush agile change. It is usually because they want to see the business benefits of agile as quickly as possible. Unfortunately, change doesn’t work like that—you can’t rush it. In fact, trying to change too fast often results in no change at all. Here are some examples to avoid. |
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16 Questions to Assess Your Response to Major Change If your responsibilities include guiding others through major change, you might find it instructive to assess your own behaviors and response to change. The sixteen questions here can help you do just that. You can also use these questions to facilitate a discussion with your team about a current or upcoming change. |
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A Checklist for Managing Go-Live Decisions and Risks If you have to replace a complex existing data system in production, decisions about when and whether to go live should be treated with gravity and care. One process that can help keep you honest is developing checklists that describe very clearly what is expected to be accomplished and verified at each milestone. |
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Dealing with a Change-Resistant Manager With almost any change, whether a trivial adjustment in procedures or a large-scale organizational change, people will vary in their receptiveness to it. But if you and your teammates have some good ideas to improve processes and your manager keeps shutting them down, you may be dealing with a change-resistant manager. |
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How Do We Land This Thing? Planning for Go-Live and Beyond Some project managers have little experience bringing a project in for a landing, so they can be dismayed or just blindsided by organizational change needs and stakeholders’ expectations at delivery. Here is a checklist of some commonly forgotten items to address when a project goes live, so be sure to plan for them. |
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Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
