fManoj Kumar fPuja Chaurasiya fHarish Swami fKshitij Redasni fKetan Vishwakrma

In project management. change management refers to a project management process where changes to a project are formally introduced and approved . It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment. teams.CHANGE MANAGEMENT f Change management is a structured approach to transitioning individuals. and organizations from a current state to a desired future state.

PRINCIPAL OF CHANGE MANAGEMENT f Address the ´human sideµ systematically f Start at the top f Involve every layer f Make the formal case f Create ownership f Communicate the message f Assess the cultural landscape f Speak to the individual .

including the linkages with other systems. f This document describes the management system for the control and management of temporary. and emergency changes. processes or procedures. permanent. f The .SCOPE OF CHANGE MANAGEMENT management system is intended to satisfy the requirements for the Operations Integrity Management System and Process Safety Management systems.

BENEFITS OF CHANGE MANAGEMENT f To the organization f For individuals / staff f Other benefits .

CHANGE CLASSIFICATIONS f Permanent Change f Temporary Change f Emergency Change .

ORGANIZATIONAL CHANGE f Strategic changes f Technological changes f Structural changes f Changing the attitudes and behaviors of personnel .


RULES For every change There are associated some cost Some obvious Some hidden .

PRE PLANING f Consider people need f Analyses gain and loss f Maximize stability f Maximize opportunity for acquiring competitions .

IMPORTANT ASPECTS OF MANAGEMENT fChange Phases fStates of change fChange management players fChange management Controls f Planning for Change .

Establishing a sense of urgency is crucial to gaining the needed co-operation to bring about change. change would be very slow and perhaps.CHANGE PHASES fCreating a sense of urgency Change in an organization does not happen in a vacuum. merely accidental. . If nothing happened to disturb organizational life.

f Building a strong guiding coalition Because major change is so difficult to accomplish.one with the right composition. . A strong guiding coalition is always needed . a powerful force is required to sustain the process. level of trust and shared objectives.


A clear vision and purpose pulls us toward the future. being easily swayed by the latest fad. .fFormulating a Vision and Strategy Without a compelling purpose. temporary pressure or the most recent advice on what others think we ought to be doing. we live life as a fairly haphazard experience.

.fImplementing the Change Managers must be clear in their communications and a formal communications plan is very helpful during a change initiative. Communication competes with ¶·share of mind" with many other communications.

STATES OF CHANGE f Usually. f the current state (how things are today) f the transition state (what will be happening to move from the current to the future states) . three distinct phases can be categorized f the future state (how things will be after the change is fully implemented).


and is generally preferred by employees. It is unknown. not well understood and fuzzy to employees. . It is business as usual . the future state is the primary focus of project teams and business leaders who can sometimes overlook the importance of the current state. f Future state The future state is how things will be. Interestingly.the processes and tools that make up an employee's daily work. The future state describes the outcome change management is working to achieve. The current state lays the foundation and context for change management.f Current state The current state is how things are today. The current state is known and comfortable.

f Transition state The transition state is the process of changing the way work is done. For employees. It is the 'implementation' phase of a project. the transition state creates stress and anxiety. .

and who must sponsor the change with these employees in order for the change to be a success. f General Sponsor In general. this term refers to any senior or mid-level manager who has employees that will be impacted by the change. systems and people that are affected by the change. .CHANGE MANAGEMENT PLAYERS f Primary sponsor The primary sponsor is that individual whom authorizes and funds the project. This person is usually in control of the resources.

f Project leader This role is assigned to that individual who has overall responsibility to implement the project. A coach is that individual who helps their direct reports transition through the change. .f Coach This role refers to the relationship between a supervisor and their employees.

. meaning above or over and Visio meaning sight. schedules. Change Managers handle things.f Change management leader This role is assigned to an individual who will plan and implement change management plans for the project. f Managers Latin word Manus meaning ´handµ. These people ´overseeµ the operations to make sure (reinforce) that change are and have taken place. They handle budgets. etc f Supervisors Latin word super. problems.

CHANGE MANAGEMENT LEVERS f The three plans below are the tools that change managers use to effectively implement change. The goal of each of the plans is to help the individuals of the organization go through the change effectively. .

.Communication plan  Take into account the preferred senders of change messages. but be sure to use varied channels.  Repeat messages a number of times don't assume employees will hear what you are saying the first time.  Customize messages based on what each specific audience cares about senior leaders care about much different things than frontline sponsors.  Utilize a number of different channels face-to-face is preferred.

It includes the group and individual sessions designed to build support for the change . f Coaching plan The coaching plan lays out how managers and supervisors will engage their direct reports during the change.f Sponsorship roadmap The sponsorship roadmap provides specific details about what the executives and senior leaders need to do to make the change successful.

He refers specifically to the complacency levels within an organization. the change process will not have enough momentum.PLANNING FOR CHANGE f Creating a Sense of Urgency If people in an organization don·t feel the urgency for change. f Creating a Strong Guiding Coalition Relating to creating a strong guiding coalition during the planning process. the outcomes of the research showed that the guiding coalition for the alignment project seemed to have had the correct composition and necessary experience to drive the change. .

f Implementing the Change When implementing change. . advises that a vision for change needs to be communicated to gain the understanding and commitment from the affected people during the change process. f Areas for Improvement It is recommended that any future communications relating to the alignment project include the vision for the change and the strategic significance.

BARRIERS TO CHANGE f Parochial self interest f Misunderstanding f Low tolerance of change f Disagreement over the need for change .

build commitment to the vision and model the vision.CONCLUSION To communicate the strategic significance of the change to all employees. This vision for the change process must be consistent with the vision and strategic objectives of the company and the wider group . Leaders need to create a vision of the future. Leaders need to be aware of the principles of change management and apply these principles in the form of transformational leadership. and employees need to be aware of these realities. communicate the vision. stating the reasons and necessity of the change. with the use of multiple mediums. Change is associated with competitive realities in the market place.