ABSTRACT
Whether outsourcing back oœce functions for the corporation, implementing Six Sigma in a manufacturing plant, or leading an information technology (IT) consolidation e¡ort for the government, today’s program managers are faced with the complex challenges associated with change management. Change management, in this context, does not mean following the steps to deal with a change in project schedule, scope, or the program management plan. It does mean managing the people side of change to achieve the required outcomes of a change program or initiative, which includes policy, process, workforce, data, and technology. €e underlying fundamental implication is that in change management initiatives, like the examples cited above, people are required to change how they do their day-to-day jobs. No big deal, right? Document the new processes and/ or install the new equipment, train the employees, and declare success. Wrong! Most people are, to some degree, resistant to change. It is
Introduction ......................................................................................................33 What is Change Management? ...................................................................... 34 Top Ten Reasons People Are Resistant to Change .......................................37 How to Address Change Resistance and Manage Change? ........................38 Program Roles and Responsibilities ...............................................................41 Measuring Success ............................................................................................45 Summary .......................................................................................................... 48 References ......................................................................................................... 48
this personal resistance to change that creates additional complexity for the program or project manager of a change management initiative.
