Governance & Project

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Change Management

Change management is the discipline that guides how we prepare, enforce and support individuals in organizations to successfully adopt change in order to drive organizational success. While all changes and all individuals are unique, research show that there are actions we can take to guide and influence people in their path of individual transition. Change management provides a structured approach for supporting these individuals in the organization to move from their own current states to their future states.

Change is inevitable when an organization is going through a transition phase (i.e. new software or applications to be installed, acquisition or organizational and structural changes, process upgrades, etc.) in order to improve its performance and adhere to the (new) company KPI’s (Key Performance Indicators). With this, the related changes will have an impact on people, processes, job roles and organizational structures.

Scope of Change Management:

According to the size of the change initiative, change will impact different levels: individuals, departments and enterprise. Typically, a stakeholder management/acceptance assessment is performed to size the impact on the upcoming changes (change assessment).

Stakeholder acceptance assessment will typically include these actions:

Understand goals and expectations

  • Assess culture and impact

  • Analyze change impact

  • Assess change readiness

  • Develop a change strategy and initiatives

  • Implement initiatives

Project Risk ManagEment

The most important steps of Project Risk Management are:

1. Identify risks

Risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on the project objectives. Different organizations define risk slightly differently, but essentially, risk is the impact of uncertainty (‘manage’ the unknown) on corporate strategy, business plans and objectives.

The objective of risk identification is to identify all possible risks, not to eliminate risks from consideration or to develop solutions for mitigating risks—those functions are carried out during the risk assessment and risk mitigation steps. There are many ways to approach risk identification. Two possible approaches are:

(1) to identify the root causes of risks—that is, identify the undesirable events or things that can go wrong and then identify the potential impacts on the project of each such event—and (2) to identify all the essential functions that the project must perform or goals that it must reach to be considered successful and then identify all the possible modes by which these functions might fail to perform. The most common forms to carry out risk identification are

2. Allocate risk owners

As the project manager, it is sensible if you allocate the owners for each identified risk.

Remember that your risk owner allocation might need to change later because you haven’t done a full risk analysis at this point. Once you know the full-scale of the risk it might be prudent to shift the risk ownership around in the team or provide extra support so you do not expose the project to problems unnecessarily.

3. Analyze the risks

The analysis process can be anything from making a qualitative statement about the problem to a full ‘Monte Carlo’ (a Monte Carlo simulation is a computerized mathematical technique that allows people to account for risk in quantitative analysis and decision making.

Qualitative assessment: prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics.

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