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Project Manager : Project Manager Aug Sep 2011
TS OF NGE COVER STORY• All that's certain about the future is that it holds profound and unpredictable change. Remember the GFC? It was a curve ball to organisations that had been enjoying economic prosperity. And they reacted by cutting back on spending and downsizing, with few implementing change management strategies. A big mistake, according to Sheryle Moon, CEO of the Australian Institute of Project Management. "While organisations had their eyes xed on the bottom line, they lost sight of the impact the GFC had on their people. "Perhaps the main blunder of many was not managing change well." Moon added that organisations that downsized without a change management strategy su ered enormously. " ere was a complete disregard for people, which led to feelings of betrayal, lack of respect and loss of con dence." But there is a silver lining -- a greater appreciation for the practice of change management. e Change Management Institute 'Challenge of Change' sur vey, conducted during the GFC, found that demand for change management practices began to increase as organisations managed the e ects of the GFC and realised they needed help. Understanding change management Change management is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. is is not dissimilar to project management, said Moon. "Project management is not just about completing projects; it is about moving from a current state into a new state. And so, by its very de nition, it means change -- and change needs to be managed." Moon has been involved in several large-scale organisational restructures and believes change is "business as usual" for project managers. However, a survey of 3199 executives around the world by consultancy rm McKinsey found, as John Kotter did in research for his book Leading Change (1996), that only 30 per cent of change programs succeed. "Where businesses fail is when they roll out change with little or no involvement from those impacted and then wonder why their people are resisting the change," said Moon. Whether the change is a new product or massive cultural change, well-executed change management makes it more likely to succeed, she added. Researcher Prosci con rms Moon's view, nding that projects with e ective change management are six times more likely to achieve their objectives than projects without change management. Slow adoption Despite the availability of studies to support the business case for change management, uptake has been slower than Caroline Perkins, President of the Change Management Institute (CMI), would like. ( www.aipm.com.au Project Manager 19 IMAGES BY STUDIO COMMERCIAL
June July 2011
Project Manager Oct Nov 2011