4. The Project Model
Task Precedence
Executive Sponsorship
Negotiation
Managing change means managing the projects that bring about change. In a large enterprise, multiple change projects are likely to be underway simultaneously and the connection points among the projects have to be managed.
Projects are the real world for change management theory. Here we deal with the realities of organization dynamics, executive sponsorship, costs and schedules. Understanding the tasks we need to accomplish is essential to successful execution of a change project.
The Project Model identifies the distinct tasks required to complete a successful project. This identification and separation is critical; we tend to run steps together. This leaves work undone and causes us to be ill-prepared to negotiate interfaces and alignments.
Each step in the model is important and must be completed before proceeding to the next step. Sometimes a step will seem insignificant or unnecessary. But each has a special purpose, and we always regret an omission.
Change Professionals, like many other professionals, develop procedures through years of experience that prepare them to meet contingencies, both planned and unplanned.
Would you be satisfied with your doctor if he diagnosed your condition and scheduled surgery without performing the most routine tests, such as heart rate, blood pressure, blood tests, x-rays, etc.?
The urge to jump to a preconceived solution is unbelievably powerful. In business, we are all doctors, and we all think we know the right solution. And all of our problems are urgent. When we give in to the urge, we slam through the change process, ignoring people, issues, ideas, and connections. We rush to judgement, and ultimately to failure.
So, what about paralysis by analysis? Paralysis occurs when we can't progress, we can't move from one step to the next. This happens because we don't understand the steps. If we were to implement Structured Analysis without the design model for scope control and the project model for task control, paralysis in the analysis is sure to set in.
The incredible paradox is that if we do it by the book, it seems like it will take much more time and cost more money. However, since the tasks are well defined, they can be managed and controlled, costing less. True, we do count the cost of a well-planned project, but it actually costs less than fixing things after we take shortcuts. We all know the saying: Why is there never enough time to do it right, but always enough time to fix it?
There are three important principles that are imbedded in the Project Model:
Task Precedence
Each step in the project model should be completed before the next is begun. We must define the reason and the scope before we assess the current condition. We must understand the problem before we can reasonably suggest new ideas. We need to hear everyone’s ideas before we design. We must complete a design before we can plan its implementation. And we must plan and fund a project before it can be implemented.
Executive Sponsorship
Sponsorship must be obtained at the very beginning, or don't bother with the project. It must be sustained throughout the project, formalized with a signoff on the design document and the implementation plans. The executive signature on the design document provides unbelievable momentum to the planning process. This is compared to the usual obstructionist behavior experienced when negotiating without a clear mandate.
Negotiation
Connections are formalized through negotiations. The project model formalizes these negotiations. The design step negotiates interfaces in the operational dimension and alignment in the strategic dimension of the design model. Formal sign-off provides assurance these connections are acceptable and will be supported. The planning step negotiates alignment with the lower, implementing tiers of the design model. Signatures formalize the commitment to implement the changes as designed.
The project model assumes a fundamental respect for people. The structure and professionalism inherent in the project model ensures that people will be heard. It recognizes reality - everyone will not like each change proposal. But, it also recognizes that truth, essential to change in a messy world, comes from people. The key is to hear the truth and not the emotion. The project model helps filter out the emotion to uncover real issues, real possibilities, and real success.
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