``` Participation Educating & Communicating Power/Coercion Facilitation & Support Manipulation and Co-optation Negotiation ```

E2 Managing Change Flashcards by Philip Thompson

Critical Path Analysis

Ids the activities that cannot overrun

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PERT

Allows for contingency to be added

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Breakdown structures

Establishes authority & responsibility

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Resource Histogram

Helps with capacity planning

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External triggers for change

Indirect (PEST)

External (Porters 5 Forces)

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Internal triggers for change

Philosophy
Reorganisation
Personnel
Conditions
Technology

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Types of organisational change

Evolution - Incremental/Transformation
Adaptation - Incremental/Realignment
Revolution - Big Bang/Transformational
Reconstruction - Big Bang/Realignment

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Lewin’s three stage model

Unfreeze
Change
Refreeze

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Beer & Nohria

Theory E strategy

Shareholder is the main concern
Incentives
Layoffs
Downsizing
Restructuring

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Beer & Nohria

Theory O strategy

Softer approach

Culture adjustment
Organisational learning

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Resistance to change

Job factors
Social factors
Personal factors

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Resistance to change

Job factors

Technological unemployment
Changes to workings conditions
Demotion or reduced pay

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Resistance to change

Personal factors

Implied criticism of current working method
Feel less valued
Work becomes monotonous

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Resistance to change

Social factors

Break up of social environment
Personal dislike of people implementing change
Lack of consultation

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Managing resistance

Participation
Educating &amp; Communicating
Power/Coercion
Facilitation &amp; Support
Manipulation and Co-optation
Negotiation

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Change adept organisations - Kanter

Imagination to Innovate
Professionalism to Perform
Openness to Collaborate

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Project constraints

Time
Cost
Quality

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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

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 &amp; 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