About Scrum Sprint Review meeting Questions and Answers

What's Change Management and How Does It Function?

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Take a merger or acquisition for example. The technical side of this shift, or the tricky side, if you will, will most certainly be complex. Issues surrounding the financial arrangements of this deal has to be resolved. Development will have to take place to integrate the business system. Decisions will be made concerning the physical structures of their recently formed organization.
Individuals might need to perform their tasks differently, and it is the degree to which they change their behaviors and procedures that will break or make the merger or purchase. The gentle side of switch is many times actually the harder side of change. Learn the what, why and how of handling the people side of change using a structured approach to change management.

Change management manages the people side of change. It does little good to make a new business, design new work processes or implement new technologies if you leave the people behind. Financial success of those modifications will be more determined by how people from the business embrace the change than how well you draw organization charts or process diagrams.
It is the systematic management of employee participation and adoption once the organization changes the work will be finished. In the end, change management concentrates on how to help employees embrace, adopt and utilize a change in their day-to-day work.
Change management is both a process and a competency:


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From a process perspective, change management is the set of measures followed by a team member on a certain project or initiative. For the given transformational effort, it's the plan and set of plans centered on moving people through the change. Prosci's research-based methodology includes three Chief phases:
Preparing for change (where openness assessments help guide the formulation of a plan )
Managing change (where five change management plans integrate in the project plan)

Change competency is a leader or manager's capability to effectively lead their people through change. The idea of a leadership proficiency is universal, but what mindset entails is determined by a person's connection to change. For senior leaders, change management proficiency means being an effective host of demonstrating and change their own in addition to the organization's commitment to the change (read more regarding the sponsor role and coaching ). For frontline supervisors, competency is related to training direct reports through their particular change travel (read more about the manager role and training). While competency varies dependent on the relationship to change, organizations are more successful and effective when they build change management competencies during their positions.
Change management is not merely communication or training. It isn't just managing resistance. Successful change management follows a structured process and utilizes a holistic set of tools to induce powerful individual and organizational change.
Why Change Management Topics
There are numerous reasons to use successful change management on both large- and small efforts. Listed below are three Chief reasons to use change management:
Poorly handling change is costly
Successful change management increases the likelihood of success
Organizational Change Happens One Individual at a Time
It's easy to fall into the trap of thinking about change only from an organizational perspective. If one thinks about a merger or purchase, they can focus on financial planning, information and system integration and bodily location changes. But, organizational change of any kind really occurs one person at one time. Success of an organization effort simply happens when Adam and Betty and Charles and Deborah (for example) perform their jobs differently. Organizations do not change; people within organizations alter. It is the cumulative effects of successful individual change that leads to an organizational change being successful. If folks don't make modifications to their day-to-day work, an organizational transformation effort won't deliver success.
The Cost of Managing Change
There are countless effects of ignoring the people aspect of a change:
Productivity declines on a bigger scale for a longer duration than required
Managers are unwilling to dedicate the time or resources required to support the change
Essential stakeholders do not appear to meetings
Suppliers Start to feel the impact and see the disruption caused by the shift
Customers are negatively affected by a change that should have been imperceptible to them
Employee morale suffers and divisions between"us" and"them" start to emerge in the business
Stress, confusion and exhaustion all increase
Valued employees leave the company
Projects also suffer as because of missed deadlines, overrun budgets and sudden and unnecessary rework to get the attempt back on track. In some cases, the job itself is completely abandoned following large investments of capital and time. Each one of these consequences have real and concrete financial impact on the health of the company and the project.
Powerful Change Management Increases the Probability of Success
There is an increasing body of data that shows the impact that successful change management has on the probability that a job meets its objectives. Prosci's longitudinal benchmarking studies reveal a strong correlation: Data from the 2013 research study showed that 96 percent of participants with excellent change management met or surpassed goals, while only 16 percent of those with bad change management met or exceeded objectives.
Quite simply, projects with excellent change management were more likely to meet objectives than those with bad change management. Regardless of the change available, focusing on the people side of change increases the probability of becoming successful. Additionally, Prosci's research indicates a direct correlation between effective change management and remaining on schedule and on budget.
How to Implement Effective Change Management
Effectively managing change requires two viewpoints: a single perspective and an organizational perspective.
Personal Change Management
The individual viewpoint is an understanding of how people experience change. Prosci's ADKAR Model explains change as powerful when an individual has:
Awareness of the need for change
Wish to participate in and encourage the change
Knowledge on how to alter
Ability to execute required skills and behaviors
Reinforcement to sustain the shift
If an individual is missing some of these five building blocks, then the change won't be successful. The goal, in turn, in directing the people side of change is making sure that individuals have knowledge, desire, knowledge, skill and reinforcement®.
Organizational Change Management
The organizational standpoint of change management is the process and activities that project teams use to encourage successful individual shift. If ADKAR explains what an individual should make a change successfully, then organizational change management is the set of activities to help build awareness, desire, knowledge, skill and reinforcement throughout the organization. Based on over a decade of study, Prosci's organizational methodology utilizes readiness tests and strategy development to support the creation of five concentrated plans:
Communication Program
Coaching Program
Training Program
Every one of the programs has a particular ADKAR component as its attention (read more about the Prosci methodology).
The Importance of Change Management Roles
Though the change management resource on a project can work to develop the plan and plans, much of the job of change management is done by senior leaders, managers and supervisors through the organization. Benchmarking data shows that in times of change, workers have two preferred senders of change messages:
A person at the top of the organization

Change management professionals are enablers of these employee-facing roles. And, in times of change, it's the potency of senior leaders as sponsors of change and of supervisors and supervisors as coaches of change which will ascertain if a project fails or succeeds.
So what do you do to become a more effective change leader? The most important thing is this: start applying change management on your projects and start building change management competencies in your organization. These are the initial actions to ensuring projects deliver their intended outcomes.
The people side of change is not the soft side of shift; in fact it is the harder side of shift. Investing time and energy to deal with the people side of your organizational efforts pays off at the end -- in terms of success of their energy and avoidance of the numerous costs that plague poorly managed change.

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