When is a Change Management Process required?

T

TracyShirley

#1
Hello all,
I am currently trying to implement a Change Management Process in my organization. My issue is being able to give a definitive answer as to when the change management process is required to be followed. I know the basics such as equipment, infrastructure, processes, etc. But my question is when is the line drawn? For example, if a method of doing something changes, although it is minimal such as the order in which a task is completed, does this need to go through the process.
Any guidance would be great. I need to present this information to upper management who is very reluctant in following this process so I need to get through to them exactly when they need to go through the change procedure, or else they will not, because I did not tell them they needed to.

Thanks!
Tracy
 
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RoxaneB

Super Moderator
Super Moderator
#2
My thought would be to incorporate a few criteria that can be weighted to determine if/when your Change Management protocols need to be implemented.

For example:
  • Frequency of activity conducted
  • Severity if activity is not conducted as per change
  • Associated legal requirements
  • Direct impact to Safety, Environment, Quality

Basically, it would be like a FMEA and there would be a score at the end of the process. If the change was above XX, change management would be implemented. If the change was below XX, alternate options such as formal training, on-the-job training, memos, grandfather, etc. can be used.
 

Jim Wynne

Staff member
Admin
#3
Hello all,
I am currently trying to implement a Change Management Process in my organization. My issue is being able to give a definitive answer as to when the change management process is required to be followed. I know the basics such as equipment, infrastructure, processes, etc. But my question is when is the line drawn? For example, if a method of doing something changes, although it is minimal such as the order in which a task is completed, does this need to go through the process.
Any guidance would be great. I need to present this information to upper management who is very reluctant in following this process so I need to get through to them exactly when they need to go through the change procedure, or else they will not, because I did not tell them they needed to.

Thanks!
Tracy
You need design the system such that it's flexible enough to account for different degrees of change. Sometimes this is accomplished by establishing categories and making the requirements for each category such that a change in the order of operations isn't subjected to the same process as a major product change. In all cases, the path should be as short and direct as possible while still accounting for the known risks. Your management is probably afraid of being painted into a corner by a process that might be too complex for the task at hand, and rightly so.

As far as where lines are drawn between categories, it will inevitably become somewhat arbitrary at some point, so it's also important to allow people to make decisions when an ambiguous situation arises.
 
K

keres

#4
You may not always follow the Change Management Process for every change. There are many routine changes without impact and for them you can create simpler procedure. But you must have clear criteria what is routine change and what is not.
 

Wes Bucey

Quite Involved in Discussions
#5
Personally, I've always found success using some basic techniques of Change Management
  1. Address the human side
  2. start at the top
  3. involve every layer of the organization (and up and down the supply chain)
  4. make the formal case (Three steps should be followed in developing the case: First, confront reality and articulate a convincing need for change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map to guide behavior and decision making. Leaders must then customize this message for various internal audiences, describing the pending change in terms that matter to the individuals. )
  5. create ownership (by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny.))
  6. communicate the message (written, verbal, visual [actions speak louder than words])
  7. assess the cultural landscape
  8. address culture specifically
  9. prepare for the unexpected
  10. speak to the individual (not the mob)

Consultants such as I have been counseling companies on successful Change Management for a long time. I do not want to imply it is easy to accomplish a successful change in an organization, but it is doable. It is NOT an overnight miracle, but takes weeks and months of careful nurturing to bring to fruition. Normally, change must come from the top, but I have seen some middle level folk use power of persuasion to convince top managers to kick start and follow through on Change - it "ain't easy" that way and more than one mid-level person has been the slain messenger when he couldn't persuade the top bosses to move forward. As a consultant, I won't even begin to make a proposal until I have assessed the commitment of the top dogs in an organization.
 

Jim Wynne

Staff member
Admin
#6
Personally, I've always found success using some basic techniques of Change Management
  1. Address the human side
  2. start at the top
  3. involve every layer of the organization (and up and down the supply chain)
  4. make the formal case (Three steps should be followed in developing the case: First, confront reality and articulate a convincing need for change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map to guide behavior and decision making. Leaders must then customize this message for various internal audiences, describing the pending change in terms that matter to the individuals. )
  5. create ownership (by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny.))
  6. communicate the message (written, verbal, visual [actions speak louder than words])
  7. assess the cultural landscape
  8. address culture specifically
  9. prepare for the unexpected
  10. speak to the individual (not the mob)
Consultants such as I have been counseling companies on successful Change Management for a long time. I do not want to imply it is easy to accomplish a successful change in an organization, but it is doable. It is NOT an overnight miracle, but takes weeks and months of careful nurturing to bring to fruition. Normally, change must come from the top, but I have seen some middle level folk use power of persuasion to convince top managers to kick start and follow through on Change - it "ain't easy" that way and more than one mid-level person has been the slain messenger when he couldn't persuade the top bosses to move forward. As a consultant, I won't even begin to make a proposal until I have assessed the commitment of the top dogs in an organization.
I think the OP is referring to change management as synonymous with configuration management, not organizational change management.
 

Wes Bucey

Quite Involved in Discussions
#7
I think the OP is referring to change management as synonymous with configuration management, not organizational change management.
terminology in our profession can be so challenging -
I certainly have lots of posts here in the Cove on Configuration Management. Use the search button.
 

Richard Regalado

Trusted Information Resource
#9
Hi. My answer is based on my knowledge and experience in ISO/IEC 27001 information security management system standard.

Change management is required if changes to information systems and supporting facilities needs to be controlled. Inadequate control of changes could lead to systems failure or breach in security.

Under ISO/IEC 27002 (guidance) the following needs to be considered:

1. identification and recording of changes
2. planning and testing
3. assessing potential impacts of planned changes
4. approval and communication
5. fallback procedures

I hope the above helps.
 

Wes Bucey

Quite Involved in Discussions
#10
Hello all,
I am currently trying to implement a Change Management Process in my organization. My issue is being able to give a definitive answer as to when the change management process is required to be followed. I know the basics such as equipment, infrastructure, processes, etc. But my question is when is the line drawn? For example, if a method of doing something changes, although it is minimal such as the order in which a task is completed, does this need to go through the process.
Any guidance would be great. I need to present this information to upper management who is very reluctant in following this process so I need to get through to them exactly when they need to go through the change procedure, or else they will not, because I did not tell them they needed to.

Thanks!
Tracy
I think the OP is referring to change management as synonymous with configuration management, not organizational change management.
terminology in our profession can be so challenging -
I certainly have lots of posts here in the Cove on Configuration Management. Use the search button.
Jim knows. ;) But this should be communicated to the OP. :agree1:

Stijloor.
OK!
Here's a link to a Configuration Management post.
http://elsmar.com/Forums/showpost.php?p=435615&postcount=2

In the quality profession, there are lots of "terms of art" which have extended meanings beyond a bare bones definition of the individual words in the term. "Change Management" and Configuration Management" are such terms of art. Practitioners confuse them at the peril of seeming "uninformed." The way to avoid that is to be completely descriptive of the process, activity, or function instead of using a term with which you are completely familiar.

In the past, I have written
Any person managing documents must continually be alert to weeding out obsolete documents. It is just a matter of good management for that person to update Associated Documents as necessary.

Aerospace folks just put a lot of emphasis on CM [configuration management], therefore it is "expressed," whereas in many other industries it is a normal part of document management, therefore "implied."

Only a complete beginner might ignore the need to confirm all documents are correct and up-to-date BEFORE expending time and money on a production process. Folks have been and continue performing "Configuration Management" as a process without ever knowing or using the term "configuration management."

Similarly, most organizations have a Quality Management System (regardless of its efficacy or efficiency) without ever using the term "Quality Management System."


Don't get hung up on the terminology - concentrate on the PROCESS!
 
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