ABSTRACT
In a Nutshell: The methods outlined in this chapter are seen as instrumental for successful CCM initiatives and their deployment. There are 10 critical success factors (CSFs) that are covered in this chapter, along with research findings. Where these factors cannot be successfully deployed (or at least considered), there presents a risk to the change management implementation. Thus, it is important to identify these risks early and consider how they can be eliminated or mitigated. Many organizations successfully use CCM while still identifying that some of these factors will not be in place. These organizations recognize that CCM offers reduced risk yet still offers a much higher probability of success than adopting an approach that statistically often fails to deliver the expected outcomes. For example, if an approach is time-driven, choosing a traditional project approach is very risky since time is not the driving force of such an approach, whereas delivering the 100% solution is. By comparison, choosing CCM facilitated workshops over the project approach means that the entire project will be driven by time and on-time delivery, both of which are managed through the CCM practices of timeboxing and must, should, could, and would (MoSCoW). As part of our research, we interviewed change leaders at various companies over a 12-month period in order to focus on creating a culture for assessment, and the results are outlined in this chapter.
