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As you know, we are currently working on the
[ insert project
name ] project. This project has been launched in order to
[
insert vision or mission of project ]. In designing and
launching the project,
we have established [ insert number ] specific objectives:
1. [ insert objective 1 ]
2. [ insert objective 2 ]
3. [ insert objective 3 ]
4. [ insert objective 4 ]
n. [ insert objective n ]
As we analyzed these objectives, we’ve noted that
[ insert
number ] of the objectives are directly dependent on employees embracing
and adopting a specific change to how they do their work. For
example, [ insert one specific objective ] requires
[ insert a
specific groups ] to begin
[ insert the specific behavior,
process, workflow, or tool/technology change ]. Likewise,
[
insert another objective ] will only be achieved if
[ insert
another specific group ] changes how they work by
[ insert the
specific change to behavior, process, workflow or
tool/technology ].
In the end, [ insert project name ] is not a technology or
process change, it is ultimately a change to how our employees
work and we need to focus on this people side of change.
Our success at achieving our stated objectives is tied
directly to how well we support individual employees in making
their own changes. While we have dedicated tremendous effort to
designing a great technical solution, we have not applied the
same rigor and structure to ensuring our employees are ready and
capable to embrace, adopt and utilize the changes that are
required of them.
Ignoring the people side of
[ insert project name ] results
in additional costs and risks for the project. At the project
level, failing to apply change management results in project
delays and missed milestones. We are more likely to run over
budget, and the data shows that addressing the people side of
change too late in the project lifecycle results in more rework.
The project is likely to face more resistance, both active and
passive. At the organizational level, we run the risk of
productivity plunges, loss of valued employees and morale
declines associated with our history and legacy related to
change.
There is an increasing amount of data showing that the
success of a project is directly connected to how well the
people side of the change is managed. Based on the latest
benchmarking data from Prosci, a leader in change management
research and development, only 17% of respondents with poor
change management met or exceeded project objectives. 49% of
those with fair
change management met or exceeded objectives, while 80% with good change management met or exceeded objectives. 95% of
the study respondents with excellent change management programs met
or exceeded project objectives. There is a direct and undeniable
correlation between change management effectiveness and meeting
objectives. Furthermore, there is a direct correlation between
change management effectiveness and the ability to stay on
schedule and on budget. If we are able to increase change
management effectiveness on our projects by providing resources and applying a
structured methodology, we can increase the likelihood that
[
insert name of project ] will be successful and that we
will realize the benefits we set out to achieve.
Without providing the support our employees need to make these
changes, we run the risk of installing a solution that does not
deliver the results we need. To increase the likelihood of
success and ensure that the project delivers the results and
outcomes we need, we need to apply a structured approach for
helping employees embrace and adopt the change. We need change
management on [ insert name of project ].
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