Blog

Introduction

About two weeks ago (15^th July) we published the first article in a series of eight about Change Management and the consequences for IT projects. It focused in-depth on Establishing a Sense of Urgency for IT projects and it concludes how the model of Sharpe & Hogdson can support in creating the required insight.

The experience from many different sources tells us that 75% of System Implementations fail to deliver their expected benefits. The one constant factor is that Change Management for People, Process, and Technology is not appropriately addressed. Business leaders often do not realize enough how important this is or don´t know how to achieve it. Simply stated, but not so easily done.

This week we will look at step 2 (out of 8) of the model of Kotter: Forming a Powerful Guiding Coalition.

You are encouraged to read further if you want to ensure your project ends up in the 25% quadrant.

Continue reading “Change Management in IT projects (Part 2 out of 8)”

Introduction

Last week (6^th July) we published the article about Change Management and the consequences for IT projects. It focused more in-depth on the specific change management topics in IT projects and it concludes with basic rules on how to effectively address the Human Factor in such projects by applying a structured approach.

The experience from many different sources tells us that 75% of System Implementations fail to deliver their expected benefits. The one constant factor is that Change Management for People, Process, and Technology is not appropriately addressed. Business leaders often do not realize enough how important this is or don´t know how to achieve it. Simply stated, but not so easily done.

This week we will look at step 1 (out of 8) of the model of Kotter: Establishing a Sense of Urgency.

You are encouraged to read further if you want to ensure your project ends up in the 25% quadrant.

Continue reading “Change Management in IT projects (Part 1 out of 8)”

Introduction

This article is about Change Management and the consequences for IT projects. It will look in more depth regarding the specific change management topics in IT projects and it concludes with basic rules on how to effectively address the Human Factor in such projects by applying a structured approach.

The experience from many different parties tells us that 75% of System Implementations fail to deliver their expected benefits. The one constant factor is that Change Management for People, Process, and Technology is not appropriately addressed. Business leaders often do not realize enough how important this is or know how to achieve it. Simply stated, but not so easily done.

You are encouraged to read further if you want to ensure your project ends up in the 25% quadrant.

Continue reading “Change Management in IT projects”