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Esta é uma leitura prévia:
http://www.pmforum.org/library/papers/2009/PDFs/sept/FP-Pieper-ChangeManagement.pdf

Abstract:

Change Management for IT Project Managers – A Practical Approach
By Eleonore Pieper, PhD

Introduction
Traditionally project managers have been trained to view project success as an open-andshut case defined by meeting all agreed-upon scope requirements within an allocated timeframe and within a pre-determined budget. (Kerzner) However, newer trends in project
management tend to define project success on a broader basis adding such concepts as use, learning or value; concepts that are prized very highly by project sponsors and users and by senior executives, and much less so by project managers and project teams (Nelson).
Perhaps our views and our approach as project managers have become too myopic for our
emerging business environment. This would be borne out by some recent statistics that
attest a high failure rate for IT projects, for example in the areas of CRM (Krigsman) or other technology areas with investment failures as high as 80% (Miller). It is time project managers took a broader perspective and started owning responsibility for “soft” success criteria such as value or use instead of hiding behind schedules and budgets.
The discipline of change management can help project managers add to their project
delivery strategy in a way that breaks down and constructively deals with resistance to the changes their projects bring about and increases adoption of the project scope by the organization, thereby enhancing both value and use.
The following approach combines the concept of the Resistance Pyramid developed by
Galpin and Herndon with Jeffrey Hiatt’s ADKAR model to define five areas of intervention that can easily be added to any project lifecycle by using a phased and scalable change management approach. It has successfully been used on large IT implementations as well as M&A projects and IT outsourcing projects.

The Change Gap
Managing Change is a core concern for CEOs in the current business environment and it
seems to become more of a challenge as time progresses. A Global CEO study undertaken by IBM in 2006 showed that 65% of participating CEOs saw significant change in the time ahead. However, 57% also expressed confidence in being able to meet that change based on past performance. In 2008, 83% of CEOs expected significant change, and only 61% felt confident in their ability to face it successfully. What the IBM Study called the “change gap” had nearly tripled from 8% to 22% in just two years (IBM).
With organizations increasingly challenged by changes emanating from market factors,
people skills, technology and globalization (IBM), IT projects will face their share of change, both as change drivers and as competitors for change readiness in increasingly stressed and overstretched organizations. The better project managers are at managing change, anticipating it, planning for it, controlling it and implementing it, the more successful their projects will be, if we take additional success criteria such as value to the organization and use by the user community into account.
(Continua)

http://www.pmforum.org/library/papers/2009/PDFs/sept/FP-Pieper-ChangeManagement.pdf