Articles

Understanding the faces of Change Management

October 9, 2023

Change is a generic concept that means “something different” and it applies to anything and all aspects of life and business.

“Change management” has been a popular topic for over 30 years. The fact that it means different things to a project manager, product manager, business analyst, IT specialist and change management specialists working together has become a source of confusion.

Let’s try to clarify!

The role of the business analyst (BA) is to clarify the business needs and requirements that bring the need for changes, translate them into operating and technical requirements, and identify the impacts on existing tools and work organization.
Organizational Change Management (OCM) focuses on people, ensuring the transition of organizations from their current state to a desired state, and aims to accelerate the adoption of change that impacts habits, ways of doing things and work organization (relationships). The PROSCI method and CCMP certification are relevant in this context, which is associated with human resources management and industrial psychology.
Change management in project management concerns the controlled management of changes requested by customers during the course of a project, and their impact on deadlines, costs and schedules, while ensuring compliance with the scope and achievement of preset objectives (project charter). PMBoK, project management methods and the PMP certification are relevant from a project manager’s perspective.
Product change management focuses on the controlled evolution of product/solution features in response to identified defects and changing user needs over time. It aims to prioritize the improvements and corrections to be made to each release of a product (iteration), while optimizing allocated budgets and deadlines. The Agile method and certifications in business analysis (IIBA) and product management are relevant in this perspective.
IT Software/Hardware Change Management (ITCM) focuses on the implementation of changes to technologies already in operation (production) and deals with technological components, including applications, data and technological infrastructure. Applicable to production, it aims to ensure that system stability, security and traceability are maintained, as well as to reduce downtime during modifications. In software engineering, the terms configuration management or software version control refer to this, and ITSM-ITIL® and CISSP are relevant certifications.

All these perspectives are required to successfully implement changes that meet needs with minimum disruption. All require a structured approach, clear communication, stakeholder involvement and sound risk management.

But each requires a distinct skills profile that can rarely be combined in a single person.

Let’s go deeper into two of them which are clearly confused nowadays: OCM and ITCM.

Organizational change management (OCM)

Organizational Change Management is human focused and navigates the transition of people in organizations from a current state to a desired one. It refers to a structured approach to transitioning individuals and their organizations as teams. It is aimed at helping different levels of an organization adjust to change, whether it’s a change in policies, process, technology, organizational structure, or strategy. Effective change management aims to ensure a smooth implementation and adoption of new initiatives within an organization.

Goals and Importance of Organizational Change Management

Accelerates assimilation and adoption: Helps in increasing uptake and accelerate adoption of changes by involving concerned stakeholders, addressing their concerns, and enabling sustainable adoption by giving the information, skills and tools they need.
Improves Awareness: Ensures that all affected parties are informed and understand the reasons for the change and how it impacts them.
Increases Success Rate: Enhances the likelihood of successful implementation of new initiatives, technologies, or strategies.
Enhances Adaptability: Develops a culture where employees acquire skills and mindsets that make them more adaptable to change, which is crucial in the rapidly evolving business environment.
Reduces Costs and Risks: By addressing concerns and issues early, and having a structure approach to deal with them, change management can reduce the costs and risks associated with failed change initiatives.

Organizational Change Management Models

Depending on the nature and context of the change, various models can be used individually or combined to perform organizational change management, such as:

Kurt Lewin’s Change Management Model: Lewin’s model leverages the concept of “driving and restricting forces” and proposes three main stages: Unfreezing (preparing the organization to accept change), Changing (implementing the change), and Refreezing (solidifying the change). When Lewin described this model, he was clear that the phases represent parts of a continuous journey. However, not everyone understands this nor even takes the time to read Lewin’s own writing. The model became neglected because the term ‘phases’ led to false interpretations that he was referring to linear steps.
William Bridges 3-Steps Change Management Model: Bridges model is a retake on Lewin’s model, but from a very personal perspective across three main stages: Letting go (accepting the need to change), Neutral Zone (living through uncertainty), and New beginning (adopting the change as the new normal).
Kotter’s 8-Step Change Model: Developed by John Kotter, this model outlines eight “steps” for successful change. These include creating a sense of urgency, forming a powerful guiding coalition, creating a compelling vision for change, communicating the vision, removing obstacles, creating short-term wins, building on the change, and anchoring the change in corporate culture. Although they fallow a certain sequence, these are more critical success factors than “process steps” per se.
McKinsey’s 7S Model: Another misunderstood framework often referenced by OCM practitioners, this model is more focussed on analyzing and understanding the interdependencies among organizational components and their need for “systemic equilibrium”. It illustrates how a change in one component also requires others to change.
Kubler-Ross Change Curve Model: This model is rooted in individual’s psychology and illustrates the stages people go through when mourning a significant personal loss. Often misused, this model only applies to “negatively perceived” changes.
ODR’s Managing Organizational Change Model (MOC): In the mid-1970s, Don Kelley and Daryl Conner developed a very different model that addresses “positively perceived” changes in their “Emotional Cycle of Change model”, and outlined it in the “1979 Annual Handbook for Group Facilitators” and ODR’s MOC Method. In the 1990s, Dr. Darryl Conner popularized a very comprehensive change management methodology called “Managing Organizational Change (MOC)” to effectively implement change. It emphasized the human side of change and aimed to assist organizations in navigating the complexities of organizational transformation, promoting resilience and adaptability within organizations. MOC was unfortunately abandoned after ODR’s demise in the late 90’s (now Conner Partners).
PROSCI and the ADKAR Model: A simplified and practical change management method articulated around 3 perspectives (leadership, project management, change management), 3 phases (prepare, manage, sustain), all focussing on 5 key plans (sponsorship, communication, coaching, training, resistance), and a mnemonic model to help focus on 5 adoption accelerators: Awareness, Desire, Knowledge, Ability, and Reinforcement. This method is mainly tailored for technology deployment projects. It has shown to be incomplete for large transformational change.

Remember, the effectiveness of organizational change management depends largely on the approach taken considering the context of the change and the willingness of the people involved to embrace the change. Not every change is undesirable or feared, nor are its impacts always desirable for everyone.

OCM resource key profile characteristics

Empathic listener with understanding of human and industrial psychology fundamentals.
Strong understanding of organizational behaviors and culture.
Excellent interpersonal and communication skills.
Proficiency in organizational change management methodologies and tools.
Strategic thinking and problem-solving skills.
Experience in leadership and team management.

Organizational Change Management Certifications

Methodology independent international professional certifications:

Certified Change Management Professional™ (CCMP™): Offered by the Association of Change Management Professionals (ACMP), this certification the most widely recognized professional certification in Canada. ACMP promotes methodology independent professional standards for change management through its Standard for Change Management. There is only one certification level that has many requirements to satisfy, and not everyone applying can obtain the CCMP status.
Accredited Change Professionals (ACPs): Less popular in Canada, the Change Management Institute is another international professional certification body for change management that is methodology independent. Based in Australia, they have similar requirements than the ACMP and offer 3 levels of certification (Foundation. Specialist, Master).

Methodology specific certifications:

PROSCI Change Management Certification: This certification program is today one of the most popular and known in the field of change management. It is easily accessible to anyone and focuses on the ADKAR model and provides tools, templates, and resources for managing organizational change. The Prosci “certification” is obtained by attending a 3 days-long training program with no additional requirements. PROSCI is a recognized Qualified Education Provider by the ACMP.
DO-IT Certification: A Change Management Experts Certification recognized by the Association of Change Management Professionals (ACMP) to develop and implement change management strategies that mobilize the people impacted. DO-IT is a proprietary approach of Quebec-based Aplus Transition Inc. and certification can be obtained by completing a 3 days training program over 6 half-days and a doing a one-hour presentation of an OCM strategy one week after program completion. Aplus is a recognized Qualified Education Provider by the ACMP.
AIM Change Management Certification: The Accelerating Implementation Methodology (AIM) provides a structured methodology for managing organizational change, focusing on ensuring the rapid and successful implementation of change. AIM is a proprietary approach of USA-based Implementation Management Associates Inc. (IMA). Accreditation to the AIM Methodology can be achieved by completing a four-day consultative working session and IMA is a recognized Qualified Education Provider by the ACMP.

IT Software/Hardware Change Management

In the context of software and IT, change management is technology focused and refers to the systematic approach used by organizations to handle changes in IT infrastructure, services, and software applications efficiently and effectively. This includes addressing modifications in software applications, configurations, policies, procedures, and system architecture.

Importance of Change Management in Software and IT

Reduced Downtime: Effective change management can minimize disruptions and downtime during updates or modifications.
Enhanced Security: It ensures that any changes made do not introduce vulnerabilities and comply with security policies.
Improved Quality: By systematically reviewing and testing changes, the quality of software and IT services can be ensured.
Cost Efficiency: By minimizing errors and rework, organizations can save resources and costs.
End-user Satisfaction: Smooth transitions and minimal disruptions lead to higher satisfaction among end-users and stakeholders.

Goals of Change Management in IT and Software

Minimizing IT-related Risks: Reduce the risk of unintended service disruptions or degradation during the change process.
Ensuring System Stability: Maintain the stability of the system while implementing changes.
Improving IT delivery Efficiency: Streamline the process of implementing changes to avoid resource wastage.

Key Processes in IT Change Management

Request for Change / Change request (RFC): A formal proposal for a change to be made. It includes details like the reason for the change, the proposed solution, and an identification of potential impacts.
Change Assessment: Evaluating the proposed change, assessing the risks involved, and estimating the resources required.
Approval and Authorization: Getting approval from the relevant authorities or stakeholders before implementing the change in IT systems.
Implementation: Carrying out the planned system change, monitoring its progress, and addressing any issues that arise.
Review and Close: Assessing the outcomes of the system change, ensuring that objectives have been met, and closing the change request.

IT Change Management Models

Several frameworks and methodologies exist for managing changes in IT, such as:

ITIL (Information Technology Infrastructure Library): Provides a set of practices for IT service management (ITSM) focusing on aligning IT services with the needs of the business, including a comprehensive approach to IT change management.
Agile: Emphasizes flexibility and customer satisfaction. It encourages frequent reassessment and adaptation of plans, making it highly suited for managing evolutive IT changes in software.
DevOps: Although not specifically about IT change control, DevOps aims to shorten the systems development life cycle and provide continuous delivery with high software quality. It emphasizes collaboration between the development (Dev) and operations (Ops) teams and automates the process of software integration, testing, deployment, and infrastructure changes.

Challenges in IT and Software Change Management

Resistance to proposed IT system changes: Users and stakeholders might resist changes due to fear of the unknown, lack of perceived benefits, or attachment to existing workflows. This challenge is usually addressed through organizational change management.
Complexity: The interconnectedness of IT systems can make changes challenging to implement without causing unintended consequences.
Resource Constraints: Limited resources, such as time, budget, and manpower, can hinder the implementation of system changes.
Communication Gaps: Inadequate communication about the system changes can lead to misunderstandings and resistance among stakeholders.

ITCM resource profile

Strong technical acumen and understanding of IT infrastructure and software.
Proficiency in IT service management (ITSM) and change management tools and frameworks, such as ITIL.
Skills in risk assessment and mitigation.
Experience with software development life cycles and project management.
Ability to communicate effectively with both technical and non-technical stakeholders.

IT Change Management Certifications

ITIL® 4 Managing Professional: ITIL (Information Technology Infrastructure Library) is one of the most recognized frameworks in IT service management, including change management. The Managing Professional level is suited for those who want a deeper understanding of ITIL practices, including change enablement.
Certified Information Systems Security Professional (CISSP): While primarily a security certification, CISSP by (ISC)² covers aspects of security management, including IT change management, as security is a critical concern during IT changes.
Certified in Risk and Information Systems Control (CRISC): Offered by ISACA, CRISC certification focuses on risk management, including risk identification, assessment, response, and monitoring during IT changes.
PRINCE2®: Projects IN Controlled Environments is a structured project management method, including some aspects of change management within IT project environments.

Addressing these challenges requires careful planning, clear communication, stakeholder involvement, and continuous monitoring and adjustment throughout the IT change process.

Similarities & differences

Both interpretations of change management, whether in the broader organizational context or within the specific realm of IT and software, share a core essence, which is managing the transition from a current state to a desired future state. Here’s a breakdown of the similarities and differences between these two conceptions of change management:

Similarities

Structured Approach: Both require a systematic and structured approach to manage the transition, involving planning, implementation, monitoring, and review.
Risk Management: In both contexts, managing risks is crucial to ensure that changes do not disrupt existing operations or introduce new vulnerabilities.
Stakeholder Involvement: The involvement and buy-in of stakeholders are crucial in both scenarios to ensure the smooth adoption of changes and minimize resistance.
Communication: Clear and effective communication about the reasons for change, its impacts, and benefits is vital in both instances to foster understanding and cooperation among those affected.
Objective Orientation: Whether organizational or IT-related, change management aims to achieve specific objectives and often involves setting and measuring against predefined goals or Key Performance Indicators KPIs).

Key Differences

Relevant certifications for both

Project Management Professional (PMP)®: Offered by the Project Management Institute (PMI), PMP is primarily a project management certification, but it includes principles and practices of change management relevant to both IT and organizational projects.
Agile Change Management Certification: This certification is for those working in IT and software development as it combines principles of Agile methodologies with change management practices, allowing for flexibility and adaptability in managing change in fast-paced environments.

While the fundamental principles of change management such as structured approach, communication, stakeholder involvement, and risk management apply universally across different contexts, the scope, implementation methods, focus areas, and measurement criteria can vary significantly between organizational change management and IT/software change management. Balancing the technical aspects with the human elements is essential in ensuring the success of any change initiative, regardless of its nature.

Who usually does what in change management?

The roles responsible for managing organizational change and IT/software change can be quite distinct due to the differences in focus and expertise required.

Organizational Change Management

Change Manager or Change Lead: Leads and manages the change initiatives, develops change management strategies, and ensures effective communication and implementation of change.
Organizational Development Consultant: Works on the development and improvement of organizational culture, structures, and processes to facilitate effective change.
HR Professionals: Involved in managing people-related aspects of change, including role transitions, training, union relations and support.
Senior Leadership/Executive Team: Plays a crucial role in sponsoring and supporting change initiatives and in communicating the vision and importance of change to the organization.
Project Manager: Coordinates the logistical aspects of implementing change, ensuring that projects stay on schedule and within budget.

IT and Software Change Management

IT Change Manager: Manages and coordinates IT-related changes, assesses risks, and ensures minimal disruption to services.
Configuration Manager: Responsible for maintaining and updating the configuration management database (CMDB) and ensuring that changes comply with established configurations.
Release Manager: Oversees the process of planning, scheduling, and controlling the movement of releases to test and live environments.
System Administrators/IT Operations: Implement the technical aspects of change, such as deploying updates and modifications to IT systems and services.
DevOps Engineers / System analyst: Work on the integration of development and operations processes to facilitate and expedite the implementation of IT changes.

Hybrid Roles

In some cases, organizations may have roles like “Transformation Managers” or “Agile Coaches” or “Program Managers” who blend the principles of both organizational and IT change management to drive holistic transformation efforts within the organization, harmonizing technical and cultural shifts. This is also the case for Business Analysts (IIBA).

Take-away

While the roles differ based on the focus—whether it is on organizational structures and cultures or IT systems and software—the end goal is to ensure that changes are implemented smoothly, and organizational objectives are met efficiently. The blend of technical acumen, understanding of organizational dynamics, and strong communication skills is pivotal in managing change effectively across domains.

“Teamwork makes the dream work”: performing change impact analysis (CIA)

Change Impact Analysis is an activity usually performed three ways: by an Organizational Change Manager, by a Business Analyst, and by an IT Technical Architect. All serve the common purpose of understanding the implications of changes but vary considerably in their focus, methodology, and outcome.

Comparison of Change Impact Analysis (CIA) types

Integration of Analyses

While the focus areas and methodologies differ, integrating the analyses from the organizational change manager, the business analyst, and the IT technical architect provides a holistic view of the change impacts (CIA).

The intersection of people, processes, and technology is where changes are most tangibly felt, and aligning these three perspectives is crucial for the success of any change initiative. The comprehensive insight gained ensures that changes are not only technically sound but also aligned with business objectives and embraced by the people affected.

Can’t a single individual to cover all 3 perspectives?

While it’s possible for a single individual to conduct all three types of change impact analysis, it is generally not recommended due to the distinct skill sets, knowledge bases, and focal points involved in each.

Here are a few reasons why it’s typically not ideal for a single individual to undertake all three:

Expertise and Specialization: Each type of analysis requires specialized knowledge and expertise. An IT architect’s technical acumen may not translate to expertise in organizational behavior and vice versa.
Objectivity and Bias: Having a single individual conduct all analyses may introduce bias and limit objectivity. Different perspectives offer more balanced and comprehensive insights into the impacts of change.
Complexity and Detail: Each analysis is intricate and detailed in its right. Managing all three can be overwhelming and could lead to oversight or lack of depth in the assessments.
Time and Resource Constraints: Conducting thorough impact analyses is time-consuming. A single individual may struggle to allocate adequate time and attention to each area, potentially compromising the quality of insights.
Focus and Perspective: The focus of each analysis varies—organizational change focuses on people and culture, business analysis on processes and requirements, and technical analysis on systems and architecture. Balancing these different focuses can be challenging for one person.

Recommended Approach

Instead of relying on a single individual, a collaborative, multidisciplinary approach is usually more effective. Forming a cross-functional team comprising an organizational change manager, a business analyst, and an IT technical architect allows for:

Comprehensive Insight: Each professional can delve deeply into their area of expertise, providing more detailed and accurate insights.
Balanced Perspective: Different perspectives and focal points ensure a balanced and holistic view of the change impacts, reducing biases and oversights.
Synergy: Collaborative discussions and synergies among experts from different domains can lead to more integrated and innovative solutions and strategies.
Efficient Resource Utilization: Leveraging the strengths and expertise of different individuals allows for more efficient and effective use of resources, optimizing time and effort.

While it’s crucial for the individuals conducting the analyses to communicate and collaborate effectively to integrate their insights, having specialized experts in each area is generally more conducive to a successful and comprehensive change impact analysis. A well-rounded team approach not only enriches the analysis but also fosters shared understanding and alignment among different stakeholders, enhancing the overall change management process.

What else?

This article is quite long already and, still, there is much more to be written about change management. If you are interested in discussing or learning more on this topic, please contact me by LinkedIn private message (PM) or email me at [email protected].

About the author:

Eric Magnan is a career consultant who founded Pragmatik Advisory Services in 2005. Since the late ’80s, he has assisted some 30 private and public companies through more than 70 missions aimed at adopting new technological solutions or new ways of working based on digital technology advances. He holds several professional certifications, which he puts down to good use for his customers through mission-driven commitments tailored to their context, constraints and needs.