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Bare Bones Change Management: What you shouldn't not Do

I think one of the things that I need to ask you about.

Project constraints

To decide on the deliverables for an iteration, a risk-driven approach 7 is superior to choosing the low-hanging, easy features first. Shelli is currently reading it Dec 04, I have this project over here, but I really have to spend as much time working on getting the project used in the business. And it demonstrates how human factors deserve more attention than any others for IT leaders … and for that matter, for all business leaders … who are serious about wanting to run high-performance organizations. Look, something that you know something that everybody listening to this knows; small projects are hard, and they get more difficult from there.

It was all about the tools for keeping track, and it kept track just as well as the project was on? The standard worked just fine for administering.

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A lot of it is. It is knowing what to do each time based on the specifics of that situation.

If you can do those basic things, your projects will get done, probably. But for internal projects, no. If somebody asked me to, I think my head would explode. The way humans think about time is anything longer than six, maybe nine months is an eternity. Breaking a big project into phases is not the same as breaking a big project into a collection of small projects. The only question is, do you test before, or after you put it in production? I have to cut in, and people listening to this podcast have probably heard this statement a couple of times.

I was just a young engineer out on a job site one time, and I had an older guy there, a seasoned veteran of this particular discipline. So yeah, for a wide variety of reasons, especially in information technology, there really should never be a project with more than seven people that goes longer than six months, I would say, ever.

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But there is no business benefit to that. One of the things that I think most people know project management is how you push change into an organization. If all you do is push change into the organization, the organization will usually push it right back, for a wide variety of reasons. What I want to know is, who is moving that cheese, and why are they messing with my head? Oh, by the way, if you know anything about history, there is this war we fought way back when called World War II.

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You might have heard of it. In World War II, we called the good guys the resistance. It was people trying to make change happen in Europe who were the bad guys. Business change is often a very miserable experience. Of course, employees resist it. I had a client that was moving away from PowerBuilder to. NET, and everything about this should have been good.

It was a re-platforming opportunity to rethink the application, make the business more streamlined, give the IT staff or developers the opportunity to learn a far more in-demand set of disciplines. We got pushback from the IT staff. It never occurred to us, and it certainly should have, whether or not this was beneficial.

Bare Bones Change Management: What you shouldn't not do Paperback – October 1, Bare Bones Change Management: What you shouldn't not do (BBCM) takes a radically different approach to business change. BBCM was written by Bob Lewis, author of Bare Bones Project Management. Bare Bones Change Management has 7 ratings and 1 review. Jeff said: Bob Lewis is his usual brilliant, concise self in help the reader grasp the basics of.

Their experience of it was…Well, first of all; IT folks tend to develop a fondness for software, for the technologies they use. We put all of this together, and we had taken a very highly competent crew and turned them into novices, which has to happen.

Bare Bones Change Management: What you shouldn't not Do

That happens because you thought through the issues, you thought through the sources of change resistance, some of which are on the part of the employees, many of which are organizational factors, and then you do something about them,. Look, something that you know something that everybody listening to this knows; small projects are hard, and they get more difficult from there. Business change is a very, very difficult thing to do. By the way, only 30 percent of all business reengineering projects succeed, and, by the way, only 30 percent of these other kinds of projects succeed.

Business change is intrinsically hard.

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You need to anticipate the sources of organizational resistance, and know how to deal with them. You have to adapt to that change. I have this project over here, but I really have to spend as much time working on getting the project used in the business. There are at least two pieces to this, maybe three. The first piece is: Have you actually done any work doing business design? They have no idea. So the second source of change resistance is the business executives who want it in theory, but really might not want it in practice, or one does, but is threatening to another.

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There are business-level political relationships you need to pay attention to. What you need to take into account are some things that are unspoken. Then put a plan in place, so that if there are legitimate factors, you mitigate them. You simply have to plan for all the human factors and the organizational factors right alongside the task that you need to build the new products. What would someone learn in that workshop? They would probably learn that David and I have different views on this that, depending on your perspective, are either in conflict or complementary.

Most of the time, it gets people into the same place, but one is much less conscious than the other.

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Anyway, between the two of us, it should be a pretty thorough look at what you have to do to make change happen. So there are specific steps involved in trying to have a successful business change. Yeah, like so many things. My guy was MacGyver. What do IT leaders and, really, all business leaders have to do to build their organizations and move them forward?

Similarities of Change and Project Management

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A humorous look at what Management says vs. In Wisconsin Rapids, people expect to die from cholesterol poisoning or some form of cancer, either from smoking too many cigarettes or from breathing the fumes from the local paper plant. This is the true story that inspired Bob Lewis and Dave Kaiser to write about:. The town is real. An elephant really did kill someone there. In spite of its title, Outsourcing Debunked: They date from until this year, so in addition to providing clarity on a subject that usually gets more hand-waving than careful analysis, they also provide historical context.

They were written to grab and hold your attention. BBCM gives you all seven of the critical tools you need when planning a business change: