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IT Change Management

IT Change Management. Merle P. Martin MIS Department CSU Sacramento. Agenda. Challenge of change Change process Selling change. Dilbert Change.

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IT Change Management

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  1. IT Change Management Merle P. Martin MIS Department CSU Sacramento

  2. Agenda • Challenge of change • Change process • Selling change

  3. Dilbert Change “People hate change, and with good reason. Change makes us stupider, relatively speaking. Change adds new information to the universe; information we don’t know. Our knowledge - as a percentage of all the things that we know - goes down a tick every time something changes.” Dilbert Principle, pg 18

  4. Challenge of Change • Disrupts frames of reference • Presents a future where past experiences do not hold true • What value seniority? • Engenders reluctance to IT change

  5. Types of Resistance • Avoidance: • pretend new systems don’t exist • maintain informal / redundant record-keeping systems • Projection: blame all application problems on new system

  6. Resistance (Cont.) • Hostility: • users antagonistic • particularly to advocates of new system • Sabotage: try to make new system fail

  7. Business / Technology Rate of Change High Change Business Low Change Low Change High Change Technology

  8. Develop need Assess change environment Secure end-user commitment Shift from reliance to self-reliance Change Process

  9. Develop Need • Point out alternatives to existing problem • Dramatize end-users importance in solving problem • Convince end-users they are capable of solving problem

  10. Assess Environment • AMS identifies people who can accelerate, slow, or block change initiative. Who: • is driving initiative? • seems to be resisting? • is empowered to make decisions? • can make change succeed or fail?

  11. AMS People • WHO: • will be affected by the change? • will take an interest in change and its effects (e.g., regulators and public)? • will be responsible for change when implemented?

  12. Secure End-user Commitment • Build user competence • Make changes easier • Human Factors • Training

  13. Making Change Possible Change agent End-users IT Change Make system more usable Acquire knowledge & skills

  14. Change Team Credibility • Establish credibility in • competence • honesty • objectivity • empathy

  15. Assume End-User Perspective • Go to end-user work areas • Use end-user oriented tools • Play the role of the end-user • The Memo exercise

  16. Use End-users to Spread Commitment • Identify / select leaders • Assign them to steering committees • Assign them to project teams

  17. Freeze Positive Behavior • Give rewards for change • latest equipment • off-site training • Establish continuous training • rather than ad-hoc

  18. Shift from Reliance to Self Reliance • Make end-users less reliant on you • Sacrifice your ego • Build end-user ownership “Old change-agents never die; they just fade away.”

  19. Selling Change • Ferguires (1991) • Areas of end-user concern • Relative Advantage: • What’s in it for me? • How will my relative position be enhanced by this change?

  20. Selling Change • Compatibility: • What is the same in the new and old systems? • What won’t I have to learn? • Complexity: • How long is the learning curve? • Will I be able to learn the new system? • How long will it take?

  21. Selling Change • Try-ability: • Can I try it before I commit? • Prototyping • Observability: • Can I see it in action? • Who else is using it? • Do they like it?

  22. Points to Remember • Challenge of change • Change process • Selling change

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