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1、Section 11 Change ManagementCONFIDENTIALSection 11Change ManagementChapter 1Overview 2Chapter 2Route Map 3Chapter 3Methodology 4 Entry Understanding the business and business issues(a)Present/Future Model (Chapter)(b)PEST (Chapter 4)(c)7S (Chapter 4)(d)Initial client meetings (Chapter 1)Managing rel
2、ationships (these tools apply to all stages)(e)McLelland profiling (Chapter 2)(f)Influencing styles (Chapter 2)(g)Conflict management styles (Chapter 2) DiagnosisUnderstanding the business and business issues(a)Present/Future Model (Chapter 1)(b)PEST (Chapter 4)(c)7S (Chapter 4)(d)Gathering informat
3、ion (Chapter 1)(e)Process mapping (Appendix 1)(f)Force Field analysis (Chapter 6)(g)Stakeholder analysis (Chapter 8)(h)Organisation blockages questionnaire (Chapter 4)(i)Problem solving tools (Chapter 6)(j)Running Focus Groups (Chapter 7) Managing resources.4(k)Team management (Chapter 3)(l)Project
4、management (Chapter 5) Vision5(a)Facilitation skills (Chapter 7)(b)Running workshops (Chapter 7) Implement5(a)Milestone planning (Appendix 2)(b)Activity planning (Chapter 5)(c)Transitional Management Activities (Chapter 8)(d)Project management (Chapter 5)(e)Team management (Chapter 3) Evaluate.5(a)E
5、valuation checklist (Chapter 1)(b)Giving and receiving feedback (Chapter 2)Chapter 1Overview This section is different from the other sections in that it does not deal with a specific functional area or workstream. For the purposes of this manual, Change Management is a collection of ideas, principl
6、es, tools and methodologies which are designed to help consultants and their clients to identify, implement and evaluate necessary changes in an organisation. The ideas and tools are in two broad areas the area of business analysis and problem solving and the area of relationship management. Appropr
7、iate tools and methodologies from this section should be applied in all of the workstreams being managed by the consultants. Change management principles do apply only to large scale consulting assignments. “Organisational Change” refers to any change in the way an organisation is constituted or ope
8、rates. The change can be internally or externally generated, can be transformational or trivial and can be permanent or transitional. In all cases proposed changes need to be properly designed and implemented in ways which avoid damage to the organisation and maximise organisational benefits. A freq
9、uent obstacle to effective change is the emergence of resistance by individuals or groups of employees in the organisation. Experience shows that one way to reduce resistance is to provide opportunities to employees to contribute to the design and implementation of change. The analytical tools and m
10、ethodologies described in this section should be used collaboratively with client staff so that they are involved as fully as possible in the change process.Indicative Scope of Work Change management: Change management principles and methodologies should be applied appropriately to all stages of all
11、 workstreams in the assignment. Typically they are used to design suitable processes to undertake various stages of the required work. Expected Enterprise Benefits Change management: A coherent and integrated approach to the design and execution of the overall assignment which will maximise organisa
12、tional benefits and minimise the risks associated with the introduction of change.Indicative Deliverables Change management: Integrated assignment planning Strengthened client commitment to change Realistic expectations about outcomes and benefitsChapter 2Route MapChange Management principles and me
13、thodologies should be applied during all stages of the consulting assignment. The PwC model of assignment stages looks like this:Entry all activities associated with developing an understanding of the clients business and business issues, reaching agreement on the necessary scope of consulting work
14、and building productive relationships with key client staff.Diagnosis all activities associated with detailed analysis of the current state of the client organisation, covering internal and external factors. This stage typically ends with the presentation to the client of key findings and conclusions. Consultants will also normally have thought through recommendations for action by the end of this stage.Vision all activities associated with developing and defining a desired future state of the organisation again covering internal and external factors. Appropriate client st
