Professional Documents
Culture Documents
Nov-2011
Jrme Modolo French R&D Site Manager Neopost Technologie 1971 (40 years)
Previous Position:
System Solution Architect Software Leader / Product Manager Engineering Department Manager
Previous companies:
Microsoft / Accenture / Tecsi / Steria Consultant for: Airbus, Peugeot, Renault, Boeing
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Agenda What is change management? Why change? Focus on Change management Focus on Software Change Management Best practices for a change Conclusion reflections
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identify all items, manage and control their changes, facilitate construction of different versions of an application ensure that change is being properly implemented, maintain quality as the configuration evolves over time provide and report information on changes to others who may have an interest
SCM is initiated when the project begins and terminates when the software is
taken out of operation
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Why Change?
Four key features of change management (Organization Change)
Change is the result of dissatisfaction with the present strategies It is essential to develop a vision for a better alternative It is necessary to develop strategies to implement change There will be resistance to the proposals at some stage
World of Change
External forces Internal forces
People
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Assumptions about Constant Change Change can begin anywhere. Everyone is responsible for making change work. There is never enough information. The critical skill is learning how to learn. There is no quick fix. Change is both toxic and tonic. Change challenges people in power. Change makes the natives restless.
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Reaction Cycle
Change Introduction
Shock
Effect on productivity
Denial
Acceptance
Anger
Bargaining
Depression
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No change will occurs if the 2 sets of force are in equilibrium Change can only occur if the driving force exceed s the restraining force The analysis can be used to
Investigate the balance of power involved in an issue Identify the key stakeholders on the issue Identify opponents and allies Identify how to influence the target groups
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Unfreezing
Changing
Refreezing
Explain the benefits. Identify a champion. Get input from employees. Watch timing. Maintain job security. Provide training. Proceed at a manageable pace.
Show top managements support. Publicize successes. Make midcourse corrections. Help employees deal with stress.
Communicate clearly.
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Barriers to change
Organizational barrier
Structural inertia Existing power structures Resistance from work groups Failure of previous change initiatives
Fear of:
Loss of power Loss of skills Loss of income The unknown: FUD Redundancy Inability to perform as well in the new situation
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7 Rs of Raising a Change
Raised
Reason
Return
Risks
Resources
Responsibility
Relationships
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Review
Assess Authorize Coordinate Implementation Review & Close
Review impact (resource, risk, timing, dependencies) Allocate priority & confirm remediation plan
Approve or reject the proposed change Communicate decision & schedule Assign resources & implement the authorized change Ensure change is tested
Verify change was completed as planned (PIR) Close out the change record
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Risk
Return
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Functions Data integrity Information sharing Tool integration Data integration Methodology enforcement Document standardization
Configuration management
Audit trails
Version control
Change control Identification CSCI CSCI CSCI CSCI SCM Tasks
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The Output from the software process Computer programs (both source code and executable files) Work products (documents targeted at both technical practitioners and users) Data (contained within the programs or in external files)
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A set of tools coupled with a file management (e.g., database) system that enables access to and management of each software configuration item A collection of procedures and tasks that define an effective approach to change management for all participants A set of tools that automate the construction of software by ensuring that the proper set of valid components (i.e., the correct version) is assembled A set of tools and process features used by a software team to implement effective SCM
Construction elements
Human elements
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Psychological connection of need for competence Importance of maintaining equilibrium Anticipation creates anxiety and resistance Actual vs. perceived Create dialogue with people involved
3. Maximize Stability
Introduce change gradually Separate impact areas (work skills, power, and social relationships) Where possible keep teams intact, keep job titles, stabilize offices Clarify goals, policy, strategies, direction Maximize supervision, dialogue, interaction Offer support and assistance Alternate change with stability Develop trust and confidence
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Maintain skill currency through training Provide development opportunities Provide long forewarning of change Involve personnel and solicit ideas Clarify the nature of the change Provide time for skill development
5. Supply time and energy equivalents relieve persons from some duties
Modify deadlines on trivial tasks Assign assistants Provide personal support Provide specialist, consultation support Allow for time off Do not release people immediately after change
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Thank You
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