Business-Level Change Management

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Leadership doesn't walk the talk

For change to happen, everybody involved must buy-in. Leadership, however, must take the first steps. Change is aborted whenever leadership doesn't demonstrate the same commitment they expect from others.

9. Wrong size

In this instance, the change is too massive to be achievable or too small to be significant. Like a good goal, a change program should be neither too easy nor too impossible.

10. No follow-through

The best planning is worthless if not implemented, monitored, and carried out. Responsibility must be clearly defined for making sure that follow-through is timely and intense.

Conclusion
We have reviewed the industry standard on configuration change management, which is very close to what BLCM and the focus of this article is all about. We also visited several sources that illustrate, from other business-level perspectives, what change management means to those organizations. The notion BLCM to the manufacturing or IT industries for the control and management of product may be a configuration management activity. To function properly, a designated group (CM group) must be responsible for the execution of the requisite tasks of the change management process. The CM group may consist of one or more persons appointed by the project manager. On smaller projects, some project managers serve as the "Configuration Manager" and perform all CM-related activities.

However, as we have discovered through modest research, executive officers and senior managers of those organizations typically carry out BLCM for the purpose of implementing organizational changes. They are the primary stakeholders and the change agents that drive the most strategic aspects of change.

References

[1] ANSI/EIA-649, National Consensus Standard for Configuration Management

[2] Fred Nickols, "Change Management 101: A Primer"

[3] LYNCO Associates, "Twelve Principles for Managing Change" ( http://www.lynco.com/12prin.html )

[4] Change Management Learning Center, "The ADKAR Model - A Model for Change Management" ( http://www.change-management.com/tutorial-adkar-overview.htm )

[5] Jeff Hiatt, "Employee's Survival Guide to Change"

[6] IT Infrastructure Library (ITIL) Glossary ( http://www.itilpeople.com/Glossary/Glossary_c.htm )

[7] Mark Sanborn, CSP, CPAE, "Mastering Change: Why Organizational Change Fails"


About the Author: Dick Carlson is a consultant with more than 20 years of software engineering experience that includes software development, software engineering training and mentoring, development and implementation of software lifecycle methodologies, software configuration management, software project management, software quality assurance, and software process improvement. Dick has trained and mentored teams and individuals on efficient SCM activities, project management, requirements management and development, risk management, business modeling, and business re-engineering. He has also been involved in software process improvement initiatives preparing organizations for SEI CMM compliance.  

Dick is the VP of Education with the Association for Configuration and Data Management ( ACDM) and can be reached at dcarlson@iascar.us

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