Change Management (Programme & Project Management)

‘I thoroughly approve of change, unless it affects me’ – Ironic comment by a director of a blue chip company

Change management overlaps with programme and project management, so all three are considered together in this section, under the same general term. The Weall Management Services recommended and preferred process for managing change is the use of MS Project software and the principles of Prince 2.

Effective change management is best achieved through consultancy supported by interim management.

Change management is a sensitive subject that requires thorough planning and careful consultation with those involved. Forcing change onto people too quickly, without thorough preparation, is a recipe for disaster.

People need to understand why change is needed, what the likely outcomes will be and how they will be affected. Change is better accepted when all those affected have some input and can be involved in the process. The more involved people are, the more likely they will support the change and help with delivery.

Change needs to be realistic, measurable and above all achievable. Previous WMS projects have included the delivery of change without disrupting the business, such as relocating the Lancôme manufacturing unit, or developing and implementing the new warehouse management system for 11 Allied Bakeries sites.

The reasons for these changes have been relocation, turnaround, integration, rationalisation, re-launch, commercial objectives, market needs, up-dating / decentralising systems and, or, processes.

Managing change is a classic interim role, managing the implementation and supporting the management team by dealing with the additional work while they continue with their ‘day jobs’. Experience has shown that the earlier the extra resource is involved in the change process, the smoother and quicker the changes can be implemented.