Change Management for a Project paper

Change Management for a Project

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Abstract

The competitive advantage of the organization requires a need for flexibility in the operations of the firm. Research evaluated a  case study assessed the problem of Uncertainty, poor employee performance and changes governmental policies for Gartner Incorporation. Kotter’s Model of change was implemented for the analysis of managing change. Kotter’s model involved eight steps having climate creation for change, engagement of the whole organization and sustaining the change levels. The study concluded that change management for projects improves the performance of the organization.

Introduction

            Change management for the IT companies requires a different state of managing the control from the different state of performing the management of the operational changes. However, change management process focuses on the management of the unplanned but desired impact for the project,(Krebs, 2011). Change management will help in the assessment of the analyzed requirement of the impacts for the project scope and objectives.  The modification of the existing plans and recording for a complete audit trail will be assessed, (Wald, 2011).  The change is considered inevitable for the preparation of a change request. Furthermore, change will require the offering of the following steps.

            Firstly, there should be a request for the making of a change to the project. Leaders for the change will present and rally the possible changes required for the project. Managers will be offered with the proposal of the changes in the form of reports.  The quotes and additional IT equipments will assess the estimates for the developing of the might for the analysis. Secondly, there is a need to update the change logs,(Crossman, 2012).  Presentation for the changes will be based on the assessment of the amount written down for the making of the note for the latest requests. Thirdly, the management will assess the priority for performing the change requests. The change requests will require the formation of the nice offering. Provision of the sense of urgency will be required for the evaluation of activities performed by the organization.  the guidance of the person will be based on the categories for a person’s urgent requests for the definition of the common sense requests, (Lincoln, 2011). Clear definition offers the acknowledgement of the urgent sense of assessing the best priority for a change request.

 Fourthly, change looks at the helpful assessment of the changes against the same criteria. The assessment will help in the deciding of the approval for rejecting the desirable changes. Fifthly requirement is on the decision of the course of action for a change.  The management can approve or reject the change requests,(Crossman, 2012). Communication and decisions will help in the assessment of the outcomes for the stakeholders and values their feedback on the changes.  Course plan will require the placement of the effective ways of assessing the explanations and contexts for the assessment of the benefits for a change and the IT solutions.

Change management

 It is considered the controlled recognition and execution of needed adjustments in the project. Change management will require the use of change principles, employee skills, processes and a set of tools for the management of the people for the side of changes.  Change management can control the aspect for the education of the employees through the assessment of the changes and adoption of the change for proposal of the effective resistance of activities. Project management will force the involvement of the inter-dependent state for the employees for the making of the serious decisions,(Baker, 2011).  Leaders or management are supposed to make sense of ownership for the children for the aspect of feeling the part of changes. Change for the project is grounded on the drivers of giving directions, energizing demands, providing the challenges and helping the employees to think outside the box.  Change management for the project will require the institutionalizing the changes for the making of the standards for the employees to be able to assess, (Marley, 2011). Standardization of the changes helps in the reviewing of the periodical issues affecting the state of performing the different standards for the organization. Organizational comfort zone for the employees will be eliminated for the increasing of the success of the organization and increasing the skills for the employees.

 Change management in projects can be affected with resistance. Change management approaches are paramount for the acceptance of the project.  Fear of unknown and failure can affect the support of the public to the performance of activities for the organization,(Jansen, 2012).  Change leaders should appreciate the aspect of the employees being creature of habits. Resistance can be caused by the close minded expression for the different individuals.  The unwillingness to learn for the success of the performance and the organization can affect the aspect of performing duties between the acceptances of the change.

Implementation of the change model will help in the elimination of the different forms resistance.  Change models offer the change leaders to be aware and stay alert for the performance of the different tasks,(Marley, 2011).  Change model will assure the ability of the change leader to anticipate the aspect of good time’s requirements.  In addition, the change leader can offer to the management the realization of the natural sense of fear. Change management will focus on the assessment of the routine changes for the management, (Jansen, 2012).  The management can accompany the state of performing the different tasks for the assessment of activities. Change model will offer a fundamental vision for the transformation of the change and business processes, (Wald, 2011). Vision and direction of the organization will be on the assessment of the motivation of the vision for the future of the organization.

Organizational Change model:

Among all models, Kotter’s Change Model is the best model for change management.   John Kotter’s was a professor for the Harvard style of business schools and the people having the renowned change for the experts. The model he offered was based on the need for leading change and looking at the eight steps for the leading off change. Assessment of attitudes, skills and knowledge alignment will require a SMART change goal, (Baker, 2011).  The assessment of the valuation increases the productivity of managing the activities of the management.  The positive behavioral change will offer the ability for the assessment of the activities desired for the evaluation of the steps desired for the management. Improved performance for the management can be offered in the control of the change management. The model helps in the elimination of the status quo. Skills development portfolio assures the assessment of the designed support for the client efforts which strengthen the implementation and assessment of capabilities for the current leadership and commercials teams’ requirement. Building excellence, leading off the change management and category management can be achieved through the implementation of the model.

Kotter’s Change Model has numerous advantages in the assessment of the change management for projects.  The project helps in the definition, supporting, implementation and planning of the organization.  Definition of the tasks will look at the valuation of the vision, scope and strategy for the organization. Definition of changes will assisted the leaders to place strategies for the control of risks, triggers of markets and the assessment of the different markets affecting the organization, (Baker, 2011).  Kotter’s Change Model will help in the formation of synergy between the different departments and individuals in the organization. Planning is achieved through the evaluation of the desired requirements and outcomes from the change of project. Planning benefit is on the connection of the team, communication, planning and controlling of different barriers for the organization.  Implementation for rolling out, pilot, testing, integration and development of the organization can help in the designing of the different tasks required for the management.  Kotter’s Change Model requires the support for the validation of the return on investment, management and monitoring of the organization’s activities.

Figure 1 (Krebs, 2011)

The eight steps are listed below

1. Increase the urgency of the change

 Firstly the whole company should realize the need for a change to be effected in the organization, (Wald, 2011).  Change leaders will identify the potential threats and assess the developing scenarios affecting the issues that could happen within the future. Possibility of redundant progress in the performance can lead to the closure of the organization. Change leaders will offer honest discussions for the offering of the convincing and dynamic reasons for the aspect of thinking and talking, (Baker, 2011). Requesting of the support for the customers who are outside the stakeholders will require the control of the industrial people who strengthen the arguments.

2. Creating coalitions

Change leaders will require the assessment of the key stakeholder’s requirements in the evaluation of the desirable steps for the performance of the management.  The management will ask for an emotional commitment for the key people. The work on team building can affect the change coalition requirements,(Marley, 2011).  The work of the team building affects the assessment of the change coalition.

3. Develop a vision for change

Values are required to help in the determination of the values for the central assessment of the changes. The management can evaluate the short summaries for the capturing of the state for seeing the future for the organization.  Assessment will help in the creation of the strategies required for the execution of the visions.  Management can ensure the change coalition describing the vision for the five minutes or less.

4. Communicate change vision

Change leaders and the management should focus on the communication and dialogue requirement for the communication. Leaders should address the different anxieties and concerns required for the management of the different tasks. The organization will require the application of the aspects for the operations offered for the training of the performance reviews and ties everything from the back of the vision.

5. Empower broadly based power

Fifthly, the management will require the removal of the different obstacles. The management will seek the hiring or identifying the potential change management leaders. Leader’s role will be on the continuous analysis and checking of solutions for the control of the delivery of the changes, (Marley, 2011). Management will recognize and reward the people making the changes effective. Resistors to changes will be marked for training and education of the need for the changes.

6. Create short-term wins

The sixth step will assess the sure requirement for the projects that can be used for the implementation of the processes from the strong critics. Leaders will reward the people reaching change targets. Assessment of the cons and pros will assure the effective management of the targets.

7. Combine all improvements as well implement more changes

 Change effectiveness will be dependent on the approach offered for the controlling of the victory declared in the change runs are deep,(Baker, 2011).  Change leaders are required to assess wins and develop solutions for failures in the project.  Continuous project improvement will be effective in the assessment of the facts for the organization.

8. Incorporate changes into the Culture for new approaches

Lastly, the proposed changes should stick, (Crossman, 2012).  The progress allows the offering of the chances for performing the tasks for the success stories of the organization. Leaders are required to include the change values and ideals into the training and hiring. The management will assure the proposal of plans that will replace the key leader’s requirement of changes for progressing.

Case Study and their problems:

            Gartner Incorporation was a supplier for the market research for the analysis of the developments for IT. Information technology business was in the assessment of the foundation of the 1979. The organization is located for Stamford (Connecticut) for the United States. The employees of the organization were on 4400 students. A turnover was 1279 million for US dollars.  Positioning will be based on Niche players, challenges, visionary and leaders are the quadrants for the organization.

Enterprise change model

             Gartner Incorporation has three distinct problems. Uncertainty, poor employee performance and changing governmental policies have posed a danger to the accomplishment of the organization, (Hobbs, 2011).  The uncertainty of the business organization has led to the lack of adequate planning of the production levels for the organization.  Competitors move in the control of the market has forced the need for the assessment of the performance of the activities of the organization.  Gartner Incorporation realizes the strategic chances of failure for the institution in the performance of activities, (Baker, 2011).  Secondly, the innovation of the organization has deteriorated within the years of operation. Innovation process will increase the ability to achieve the different tasks and procedures offered for the management of the organization.  The government regulation and policy is another concern for the financial and environmental policing.  The impending assessment of the healthcare and healthcare mandate can assure the definition of the different tasks for assessment.

             Kotter’s Change Model will help in the evaluation of the best strategies for the establishment of a sense of urgency.  An assessment of the opportunities, benefits or threats for not controlling the different problems will help in rallying support for the changes. Creation of the climate for change is crucial for the success of the organization.  The valuation will help in the management of the guiding coalition and development of a vision, (Crossman, 2012). Organizational values of good customer service and honest will be placed for the offering of integrity based challenges.

             Secondly, the change leaders will be required to enable and engage the whole organization.  Our firm will communicate on the assessment of the vision for the buy-in and empowering of the broadly based Actions.    Connection of the generation will allow the realization of the short-term wins for the organization.

Construct the infrastructure for management:

Change project will require an increase in funding and operations of the research and development for the management performance improvement and evading the possible problems caused by the changes in the governmental policies, (Baker, 2011).  Research and development will increase the enhanced reputation and the ongoing research assessment for opportunities will increase the productivity for the organizational in the assessment of the different procedures needed for the organization, (Hobbs, 2011). The change project will require the placement of workshops and circular refresher courses for the increase of the employee’s performance.

            Lastly, implementation and sustaining of the change will help in the valuation of the tasks for the organization.  The management of the tasks will be in the evaluation of the possible successes for the organizational assessment, (Jansen, 2012).  Management will assess the incorporation of the changes for the cultures of the organization.  The control of the organizational culture will assess the management of the unification of successes for the organization.

Success after applying Kotter’s model:

  The application of the business change model will help in the increase of the unique products for the management. Research and development changes will help in increasing the organizational competitive advantages, (Hobbs, 2011). The long term income for the organization will be protected for the increase of the chance of discoveries. Firm will increase their positive rise in their reputation.

Conclusion

            In conclusion, change management for projects improves the performance of the organization. The competitive advantage of the organization will be achieved through the offering of the flexible changes in the management of the tasks.  Case study assessed organization from the problem of Uncertainty, poor employee performance and changing governmental policies. Change management will help in assessing the Gartner Incorporation. Kotter’s Model of change was implemented on the possible ways of managing change. Kotter’s model involved eight steps having climate creation for change, engagement of the whole organization and sustaining the change levels.

References

Baker, P. (2011). Education in airway management: Change management of the organization. Journal on Anaesthesia, 66, 101-111

Crossman, N. (2012). Identification priority areas for reducing class vulnerability to weather change. Journal on Diversity and Distributions, 18, 1, 60-72

Hobbs, B. (2011). A fresh look at the payment of project management to the managerial presentation: Journal on Project Management Journal, 42, 1, 3-16

Jansen, W. (2012). Management modernism and management: The Moderating function of Organizational dimension. International Journal on Management Studies, 49, 1, 28-51

Krebs, P. (2011). Stages of change: Change management: Journal on Clinical Psychology, 67, 2, 143-154

Lincoln C. (2011). Toward a Management Framework for Networks of Protected Areas in the Face of Climate Change: Journal on Conservation Biology, 25, 2, 305-315

Marley, F (2011). Project risks administration processes: improving synchronization applying a clustering approach. Journal on Research in Engineering Design, 22, 3, 189-206

Wald, A. (2011). A project management investigation structure is integrating multiple theoretical perspectives and influencing factors: Journal on Project Management, 42, 3, 4-22