Lippitt-Knoster Complex Change Management
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=== Resources === | === Resources === | ||
| − | frustration | + | Resources are also important to consider, and whether the project team has the resources it requires to bring forth the change. If there are not enough resources, it will bring frustration to the people working with the change. Here it would be relevant to consider both internal and/or external resources, and how the dynamics are also influences by the combination of these. |
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=== Action Plan === | === Action Plan === | ||
| − | + | Lastly, it is important to consider the fact that the change should entail an action plan, which should be clear and developed in collaboration with all stakeholders. Without an action plan, the people working with the change could start to feel they are going in no direction and it creates a false start for the project team. | |
== Usability == | == Usability == | ||
Revision as of 19:23, 19 February 2023
Contents |
Abstract
The purpose of this wiki article is to give an overview of the Lippitt-Knoster tool for complex change management, and how this relates to project management. When considering project management, one must also consider that projects are led by people, and that most projects are influenced by some sort of change, whether it being a change in deadline, budget, resources, etc. Thus when working with project management, the project manager must consider the effect of changes and thereby change management. In short, when project management and change management are integrated there is a larger change of success [1].
This paper will include a walk-through of the Lippitt-Knoster model and the different aspects included and considered in the model. The the paper will consider the usability of the model and how the model can be used in practice, both prior, during and after a project has been completed. Thus, considering if the model can be used to improve further change initiatives and enhance governance in future projects.
Lastly the article will also include aspects of limitations, in regard to the conflict areas, when looking at the model from a theoretical perspective vs. a practice perspective. As Project management and change management are different management diciplines, what are the challenges with them being integrated. Furthermore, the limitations in regard to organisational setup and industry will also be considered when talking about the model and how project management is included, since these aspects have large influence working with both change management and project management.
Big idea
- why project management and change manager are intertwined? - When and what makes a project fail? internal and external uncertainties - Resistance
- management of people Working with project management, the project manager must be aware of the people included and influenced by the project.
Change management vs. project management
[2].
Lewin: unfreeze, move, refreeze
systems engineering: current situation, xx, Target situation
[3].
During a project period, It is common that changes occur. This can be in regard to people, resources, timing, budget, etc. For this reason, it is important to account for the effects these changes has on the project and the project team, why change management is an important factor to consider when doing project and in project management.
A change manager uses strategies that focus on individual achievement and change adaptation. A project manager uses processes that focus on meeting benchmarks and achieving clearly defined objectives.
The Model
The Lippitt-Knoster model, as can be seen in the visual to the right, consist of five different aspects to consider, when working with and planning for change. The areas are Vision, Skills, Incentives, Resources and Action Plan, and they are outlining the required elements for successful change, and the possible conflict outcomes, if they are not considered [4]..
Vision
Initially, a Vision for the change must be considered, thus answering the questions 'Why is the change needed?'. Hence, the 'why' is an immensely important aspect, as the people working with the change will experience confusion, if they cannot relate or understand the reason for change and if they ask themself questions such as 'Why should I do this?'.
Skills
Considering the skills needed for change is also important, since the lack of skills among the people working with change will feel anxious about the forth coming change. Here the model seeks to map what skills are needed and if the people working with change have the necessary expertise or training.
Incentives
Another important aspect is the incentive for change. All people working with the change must be able to see the value in the change, or else possible resistance can occur. Here both tangible incentives and intangible incentives should we considered; is the incentive monetary or does it dive personal achievements?
Resources
Resources are also important to consider, and whether the project team has the resources it requires to bring forth the change. If there are not enough resources, it will bring frustration to the people working with the change. Here it would be relevant to consider both internal and/or external resources, and how the dynamics are also influences by the combination of these.
Action Plan
Lastly, it is important to consider the fact that the change should entail an action plan, which should be clear and developed in collaboration with all stakeholders. Without an action plan, the people working with the change could start to feel they are going in no direction and it creates a false start for the project team.
Usability
By integrating CM and PM, it can increase support for the project and reduce resistance.
Application
- How can the model be used? -Why should it be used?
Pre-project
As framework for planning change and projects
During project
-If and when problems/delays/issues occur - can it be shown why?
Post-project review
- How did the project end? - Why / why not was it a succes?
Limitation
As change mangement and project management is different dicisplines in theory, one does not function in practice without the other.
Theory vs. practice
References
- ↑ Prosci, 2012/2020. Best Practices In Change Management
- ↑ Hughes, Dwivedi, Simintiras and Rana, 2016. Success and Failure of IS/IT Projects. A State of the Art Analysis and Future Directions
- ↑ John Hayes, 2010. The theory and practice of change management
- ↑ Sergio Caredda, 2020. Models: The Lippitt-Knoster Model for Managing Complex Change
