Project Management Excellence - Case Study Example

Assessment task 3 case study Name: Course Title: Tutor: Date: Change description The case study that was carried out was all about change, it revealed that change is a two way traffic, that is success or failures which can be achieved in he long run. Change management was defined as an approach that is structured with the aim of shifting individuals, teams and organization to adopt a new state of taking things. It was found out that change is determined by communications. From the case study, it was established that when one is leading towards the achievement of change, over-communication does not occur in a way, this was be achieved through learning. In efforts to reaching into a good strategy for change, there were assumptions that were reached as follows: the statement change should demonstrate clarity and brief to the point. Within the short statement, a description was made in order to illustrate illustrating how the success would be attained in the organization. Secondly, the massage should also clearly identify how employees will be interested and how the plan will promise them comfort at workplace once it has been done (Anderson & Anderso, 2010). After the elements have been met, targeted constituencies who are expected to receive the massage is then provided with change management communication plans. The representations of these are not only made using functional units but also using organizational chart being assisted by people in the stated functional units. In order to develop a good change management communication plan there are a number of steps that were seen to be of importance in coming up with a successful change management plan. First, it was clear that one should fully be aware of the change adoption curve, and plan communication strategy accordingly. At this point the best practices are adopted so that a change coalition will be built. It is also important to build a communication campaign basing on the several campaigns that are in mind. Basing on the issues to be addressed, the group to jointly as a group can be determined. Through the case study, the importance of innovators was highlighted. In relating to this group they are that group of people who naturally try new things. Despite the fact that the group may not achieve what they want, they will have at least tried something new. Such individuals are fond nearly in every group but in small percentage. For instance, in any change that have been successfully made, the innovators had proposed even the managers could even get the idea on how to make it. They would always fall onto the side of the manager so as to push for change though their convincing powers are very low. This is the group that is targeted so as to communicate their ideas and their practices will be fully put in place (Kaufman, 2003). Adopters were identified as the third step in the plan as per the case study. These were people who were regarded as opinion leaders. It was this group that people seek to know if the kind of change intended would be of worth doing. The group was influential but not as adventurous as innovators. They were supported by the fact that what they ought to put in place they ensure that they were worthwhile. It was their belief that if change was put into place, then it would have many important things than how it was being perceived. In trying anything new, it was the role of this group to open the gates of change. Early adopter was regarded as any person irrespective of position that was being hold in the organization. An early adopter was based on judgment, personal character ad credibility. One who led an initiation of a change was termed an early adopter. It was recommended any leader in charge of change should be able to come up with good plan change management plan communication plans which first aim at addressing such group of people, reason being that their influence are quite fruitful and their resistance will lead to undesirable outcomes afterward. Early adopters were estimated to contribute up to 14% of the total population in a group and were the ones who ensured that a change was made to the end (Heldman, 2011). It was at step four that early majority was targeted. This group was considered conservative more than the early adopters. According to the case study, the group is regarded as deliberate. This group was always on the frontline before an average group manages to do it though they have no intensions of keeping into track those things that are exciting and new. The findings from the research stated that this group are not easily accept the fact of change and are too not ready the hold opinion leadership positions. The reality of this group was that they were willingly ready to follow change deliberately but were not willing to lead the change. From total population, the group constituted up to 35% leading to 50% summed up with the previous groups (Heldman & Mangano, 2011). The case study stated that any efforts to change management creation, it was important to analyze the proportion of coalition in between the early adopters and early majority. Failures were always experienced because managers put much of their efforts to those elements that were resistant. It was rather better for the change leaders to look on strategies that will the change on the move (Harrington, 2006). The fifth step was accepting late majority who are considered skeptical guardians. This group was being led by change and not their belief; it was not their necessities that make them accept change but due to the fact that change is always inevitable. The group is always after guarding their past way of doing things. They constitute an estimate of 34% of the total population. They are also conservative and can be employed in the testing of the new change that has been put in place (McGhee, & McAliney, 2007). On the same note, change leaders strained too much in trying to win this group because with time they would be able to come up by their own. The main issue was winning the early adopters and the early majority groups. These were the two key groups which the change leader should ensure that he wins before moving ahead while the rest will come at their own convenient time (Muller, 2008). Lastly, traditionalists were confirmed. From other scholars, it was also termed laggards because they always embrace the old way of doing things other the newly brought change. The probability of winning such people is very low and there is not need to strain effortless so as to woe them. This group constituted up to 16% of the whole population. In most occasions during the study, they were referred to as casualties mainly because they would prefer resigning rather than accepting change. It was better for change leaders to note that during change a good turn over will be experienced in the long run (PAYNE Vivette, 2005). SWOT Analysis and a cost benefit analysis In attempt to analyze this through the SWOT analysis, there were a number of questions that were addressed. In the first instance, it was important to identify the key objectives of the organization so as to carry out a relevant change. SWOT analysis was regarded during the study as a tool that analyzes strengths, weaknesses, opportunities and threats of the organization, the objectives were the drives of the organization. If they were clearly analyzed, the organization would have been in a better position to conduct change. Objectives include that were outlined included; To provide products and services that best meets customers Ensure that sales are increased regularly with a range of at least 2% Adopt the new technology so as to serve customers satisfactorily The organization had identified what the customers required in the organization, as the organization considered customers as key assets of the organization, it was there important to know what they actually need before initiating a change. Customers always require high quality services, a well established customer care and appealing prices of products. Thirdly, the organization had identified those areas that differentiate them from its competitors. The organization was greatly distinguished by the fact that the customer care that was in place was not comparable with any of the competitors. In addition, the organization used a green color which was easily to be identified (Blokdijk, 2008). The study revealed that services could be further improved by adopting a new technology that best address customer services so as to increase efficiency and effectiveness. Moreover, skilled personnel are put in place so as to address customer service. In adopting the new technology, the study estimated the cost of new technology installation to be $1000 the number of customers would increase from ten to fifty per hour. The skilled personnel would need a salary increment of $80 from the usual. Generally the productivity was expected to increase. In conducting change, there high chances that there would be barriers, some of this were that the employees may not be aware of the changes that were to be made by the organization. It was rather to inform them in advance so that they build awareness on the approaching change. It was quite unfortunate that employees at all levels were resistant to change because many fear that their jobs would be at risk and may be rendered jobless if the change was given chance. The organization was planning to compensate on those employees that were to be faced out by the approaching change. The cost of compensation would be expected to be multiplied by the expected change. Change was resisted mostly when it was established in all departments of the organization. This was due to the fact that it required much training thus calling for high costs and also there was a high risk of it failing on the first try, the employees therefore were forced so as to protect the organization. To ensure that all the employees support the change process, it was rather important to conduct change gradually. That was initiating change in department and moving to the other until all the departments in the entire organization has been changed. For instance, it was suppose to be installed in the finance department before moving to the rest of the departments. Change management plan Objectives To increase productivity To meet customers requirements To adopt new technology this will in turn improve on efficiency and effectiveness Procedure In developing a change management plan it was clear that the organization would start with finance and the front office which interacts with customers mostly. As customer services is one of the areas that were to undergo changes, those working in the department would be informed in advance so as to be aware on the approaching changes. This was done by the manager in charge of the department. In installing in customer service management framework, the number of workers would be greatly affected as few workers would work within the department. During the installation, customer service delivery was disrupted. In adopting the technology, it was efficient since customers’ details will be stored thus follow-up will be easy. Prerequisite All those who were affected by the change were given awareness on the usefulness of the intended change. In an effort to make this a success, managers and supervisors trained on the usefulness of the system and were allowed to spread the same news to their subordinate. Within the change management plan a risk management plan will be conducted. Before the change was initiated, a risk manager was appointed so as to be responsible in any risk attached to the change. The manager would review all the equipment, assets, financial procedures, client operation and human relation practices. Computer systems, customers and new skilled personnel were the key components that would dominate the project. The manager would assess the risk that may occur during and after installation. The risk would be that staff who will be the reaction of customers towards the new project. There are customers who are rigid to changes; from this the organization will be at a risk of loosing a proportion of its clients. The manager will figure out those risks that can be fixed. The manager will fix the risk of rigid customers by promoting awareness before the project is operational. Tasks The risk manager who was appointed will be responsible for reporting any risks that he might have screened so that he can forward to the management. It is also the responsible of the risk manager to provide measures for the risks. List of Communication plan activities Communication audit Goals definition Defining audience Tools identification Timetable establishment Result evaluation Risk management plan Assigning a person who will be responsible for risks, the manager will be in charge of projects equipment and human practices that are o be involved in the change process. Risks are the identified. And finally measures are made on those that can be fixed. The project is expected to take an estimated period of one month for it to be in operation. Bibliography Anderson, D & Anderson, LA, 2010 Beyond Change Management: Advanced Strategies for Today's Transformational Leaders John Wiley and Sons. Blokdijk, G, 2008 The Change Management Templates Sourcebook - 13 Ready to Use How-To Workbooks, Project Plans and Planning Guides, Tools, Templates and Checklists, Pri. Lulu.com. Harrington, H J, 2006. Project management excellence: the art of excelling in project management. illustrated ed paton Professional. Heldman, K, 2011 Project management JumpStart 3rd ed John Wiley & Sons. Heldman, K & Mangano, V., 2011 PMP: Prject Management Professional Exam Review Guide. 2nd ed. John Wiley and Sons. Kaufman, R A, 2003. Strategic planning for success: aligning people, performance, and payoffs. illustrated ed John Wiley & Sons. McGhee, P & McAliney, P, 2007. Painless project management: a step-by-step guide for planning, executing, and managing projects illustrated ed. John Wiley and Sons. Muller, R J, 2008 Productive objects: an applied software project management framework. Morgan Kaufman. PAYNE Vivette, 2005 Planning and managing Change AMACOM Div American Mgmt. Read More