Change Management – Purpose and Perspectives

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Change Management

We have two distinct types of Change one for IT and one that is a more structured time intensive process for people and process changes.   There are times when these two processes are misunderstood and IT takes on the business change without taking the action.  The results are issues caused by an IT change.  Nuances or a quick fix in the Data Warehouse, looks like the solution to the problem, when in fact the process and people are fumbling while a report looks great.  Missing the change management for people has become a common problem for many companies.

  1. Business Change Management
  2. IT Change Management

Business – Any change to people, process or technology. The people change management requires people, may include technology and may also include process, these changes are typically performed by specialized resources “Change Management” experts.  Managers of the people who need to change and change management experts are partnered for the change and work through the people parts of change in effective change programs.

  1. A business change that requires people to make adjustments to the way they perform their work, activities or process.
    1. May be prompted by a re-organization
    2. May be prompted by an acquisition
    3. May be prompted by transformation
    4. May be prompted by an audit and managed through strategy
    5. May be a change in strategy
    6. May be a change in technology
  2. An IT service management
    1. Change Release – IT change has been crafted for non-release or no data type changes
      1. Planned Maintenance
      2. Data migration – non-structure data migration 1:1 mapping
      3. Backend db performance tuning
    2. Change Management – People
      1. A scheduled release planned or in some cases not IT related and simply aligned to a release for managing the gate criteria for the people changes.
      2. Dependencies in a release
        1. Any changes to the five capability model requires “Full integration and regression testing” a reason most project teams mark “no” sox and no regression testing or no dependencies in a release
        2. A recovery time test (ideally item 2 and 3 are sequenced in a way to incorporate sarbanes-oxley testing).

The changes which occur in any business function have downstream impacts when the change relates to the five capabilities.  A business process architecture allows greater visibility into the inputs and outputs for greater understanding and visibility.

This is true in an integrated organization, where people are sharing the information for lower waste and greater efficiency.  At least, in an organizations where the information is integrated across business functions requires change management.

The primary point for us to consider, when we think of a change and it involves people, process or technology we are talking about a concentrated communication strategy and internal sensing around changing peoples mental model.

  • Re-educating or shifting perception and stretching a person’s comfort zone.
    • One effective strategy in people changes would be to enable the people with the right answer as the default.
      • allow an accessible variance
      • Followed by an exception path
    • Using the approach of default, allows the new information to present itself increasing confidence and prompting a user to take action in a variance or the exception path which brings attention to the exception.
      • The biggest misconception is that people need free text in a new technology.

Change isn’t something that everyone experiences the same way.

  • In some cases, the person may not be able to change for any number of reason’s.
  • The person’s manager partnered with a change management expert are the best to understand and respond accordingly.

Any good change management consultant or resource works closely with the managers of the people who need to change, to enable the right types of support for managers to execute change.


If you go back and reflect on the difference between IT change and Business Change we are looking from two opposing positions.  One minimal disruption and the other a major disruption.

Be mindful that IT will not be aware and isn’t often interested in the delays a people change management effort will require.

  • The change manager may often disrupt or redirect what IT considers a minor change, when it in fact is a major change to the people in a process.

We have competing objectives or unintended adversaries.



Author: Lisa Marie Martinez

A person who continues to prove the impossible; is possible. A wicked problem and the various messes left behind by these problems are often analyzed as parts rather than synthesized from the whole then into parts. We (EA/BA's) must be the voice for the whole allowing the functional parts a guide to adjust and respond to the changes in market which lead to new strategies and approaches to execution.

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