Managing change through projects
In most businesses, anything large enough to be called a project usually involves changing processes, procedures and systems so managing change and managing projects usually go hand in hand.
|Traditionally project management has been summarised as the need to manage the interaction of Time, Cost and Quality. Eg to bring a deadline forwards, iechange the Timeline is likely to involve increasing Costs or resources or reducing Quality.|
However, there are other elements involved in managing projects and change.
|I.T. – there isn’t a project I’ve come across in the last 10 years which, if not about a new IT system, isn’t affected by, integrated with, managed by or communicated through, some form of I.T. An outsourced system will still need to integrate, in some way, with the existing systems; it may need to “look like” it’s the same system, or at least branded to fit in with the company’s corporate style. A new non-I.T. process may well include online reference material or communications.||Groups or teams – as well as managing the individual stakeholders, the interaction of different groups, teams or departments, is a key part of managing large projects.|
|Overall, managing projects and change is often about managing Culture. Does the process of change fit with the current culture? Or is the project aiming to change this as well as the processes within it? How and how is this managed?|
Managing projects and change
In order to manage projects “in the round”, it is necessary for the project management to include all of these elements. That may mean the project manager needs to be “all things to all people” or, more likely, that the project board, sponsor, executive and manager, need to ensure that all elements are managed.
If you’d like help planning a large assignment or project, deciding on the activities for you and your staff and the skills and knowledge needed within the project team and project board, please contact Sue