Change management is always a project – so it is an important characteristic of project management. Changes take place in service management, in IT, in infrastructure or along the process chain. So you see once again that
“everything in life is a project”.
Change can affect only a few employees, but also a large part of the organisation. While projects can sometimes be carried out in parallel with business activities or create new areas, change management is much more about changing something that already exists.
What is important to note here is that our brain wants stability and not change, because we think that the old evil is better than the new happiness. This leads to the fact that every change encounters psychological hurdles.
Anyone who has already introduced a new CRM or other HIS system knows how strong the reluctance to change is.
When you initiate a change, you should look critically at the feasibility and possibly also consider a plan B. Resources such as personnel and required materials must be available. Resources such as staff and materials need to be carefully considered. The affected processes and services must be thoroughly examined and the risks for the customers and for the organisation must be critically considered.
If the checks are successful, the approval process must start. All necessary approvals must be obtained.
Only when all approvals have been granted and all conditions from the approvals have been implemented can the change start. To this end, all those involved should be informed once again.
After the change has been implemented, it is imperative that a completion message is sent to all those affected and those releasing the change.
If the change was not successful, plan B must be activated.