E2 Managing Change Flashcards
Critical Path Analysis
Ids the activities that cannot overrun
PERT
Allows for contingency to be added
Breakdown structures
Establishes authority & responsibility
Resource Histogram
Helps with capacity planning
External triggers for change
Indirect (PEST)
External (Porters 5 Forces)
Internal triggers for change
Philosophy Reorganisation Personnel Conditions Technology
Types of organisational change
Evolution - Incremental/Transformation
Adaptation - Incremental/Realignment
Revolution - Big Bang/Transformational
Reconstruction - Big Bang/Realignment
Lewin’s three stage model
Unfreeze
Change
Refreeze
Beer & Nohria
Theory E strategy
Shareholder is the main concern Incentives Layoffs Downsizing Restructuring
Beer & Nohria
Theory O strategy
Softer approach
Culture adjustment
Organisational learning
Resistance to change
Job factors
Social factors
Personal factors
Resistance to change
Job factors
Technological unemployment
Changes to workings conditions
Demotion or reduced pay
Resistance to change
Personal factors
Implied criticism of current working method
Feel less valued
Work becomes monotonous
Resistance to change
Social factors
Break up of social environment
Personal dislike of people implementing change
Lack of consultation
Managing resistance
Participation Educating & Communicating Power/Coercion Facilitation & Support Manipulation and Co-optation Negotiation
Change adept organisations - Kanter
Imagination to Innovate
Professionalism to Perform
Openness to Collaborate
Project constraints
Time
Cost
Quality
Five project mgmt process areas
Initiation Planning Execution Controlling Completion
Types of feasibility
Technical - can it be done?
Social - does it fit with current ops
Ecological - how does it affect enviro
Economy - is it worth it?
Risk
Likelihood - low
Impact - low
Accept
Risk
Likelihood - low
Impact - high
Transfer
Risk
Likelihood - high
Impact - low
Reduce
Risk
Likelihood - high
Impact - high
Avoid
Project Initiation Document (PID)
Purpose statement Scope statement Deliverables Cost & time estimates Objectives Stakeholders Chain of command
Configuration management
To track product changes and versions
WBS - Work breakdown structure
Breaks tasks into manageable pieces
WO - Works packages &
SOW - Statements of work
Specifies work done for each activity and who will do it
CBS - Cost breakdown structure
To cost each element
PBS - Product breakdown structure
Identifies the product purchases required for each activity
CPA
EET?
LET?
Earliest event time
Latest event time
PMBOK?
Project Management Body Of Knowledge
PMBOK 9 Areas
Integration Scope Time Cost Quality Human Resource Communication Risk Procurement
Stakeholder hierarchy
Project sponsor - provides resources Project owner - interested in end result Project customer - the end user Project manager - responsible for output Project team - responsible for achieving tasks
Lifecycle of project teams
Forming Storming Norming Performing Dorming
Which technique used for planning the time of a project, is used to measure how far the project has progressed and how far it has to run?
Milestone
Scope of a project is determined at which stage? Planning Initiation Growth Control
Initiation
Conformance Management
Focuses on:
Inspection
Quality Control
Quality Assurance
Kotter and Schlesinger
Education and communication
Where there is a lack of or inaccurate information and analysis
Kotter and Schlesinger
Participation and involvement
Initiators don’t have all information to design change, where others have power to resist
Kotter and Schlesinger
Facilitation and support
Where resistance comes from adjusted problems
Kotter and Schlesinger
Negotiation and agreement
Where one group will lose out and has power to resist
Kotter and Schlesinger
Manipulation and co-optation
Where other tactics won’t work or are too costly
Kotter and Schlesinger
Explicit and implicit coercion
Where speed is essential and the change initiators posses considerable power
