Changes require a healthy does of planning and project management, especially if the change is large or will be deployed over a long period of time. As a result the project management aspects of change results in scope, schedule and budget being determined up front. And then once implemented the approach to managing change is typically “Schedule is King”. This may be okay if the scope, impact and disruption of the change is fully understood, but all too often it’s not. Changes are implemented too quickly and then managed and KPI’s are benchmarked against the schedule.
However there is so much more than managing the schedule to ensure successful change. Other factors need to be considered such do people know how to change, do they all understand the business reasons for change, do they have the skills and knowledge to go adopt the change, do the people impacted have a say in how the change is implemented, are the necessary feedback loops in place to identify issues that need to be addressed?
It’s crucial that not only the process implications are considered but also the people side Click To Tweet
The problem with “Schedule is King” is that it typically only focuses on the process or project impacts of the change. For example if the change is to implement a new IT system the “Schedule is King” approach typically focuses on deployment of the system, when it will be implemented, or when when certain functionality will drop. However it doesn’t typically consider the people side of change. Just because the system goes live on a certain date, doesn’t mean that the ROI and outcomes projected will be met, even if training of those impacted has been completed.
If people aren’t aware of the businesses reasons for why the IT system implemented is required, if they don’t fully understand the impacts to them personally, if they haven’t bought into the change personally and personally decided to embrace it, then the IT system implementation will always be at risk. People may do they training, but they will be disengaged, will be there but will not be present and will not learn what is necessary and will simply put the training folder back on the shelf.
So it’s crucial when viewing the schedule and timeline that not only the process or project implications and factors are considered but the people side. Project success KPI’s need to factor in not only when does the project go live but also factors such as when people are competent using the new systems, when the system is fully adopted by everyone and when people are consistently utilising the new system in the way that it was fully intended.
Q: Consider your current or recent change. Did you change success metrics factor in the people adoption and usage side of the change or focus solely on the process or project deadlines and milestones?
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