Change Management Process Problems

[ueuniverse]

Hi there...

I'm in the same situation " Implementing Change Management" as one of our fellow posted earlier in the thread.

In my organization, I have two challenges to deal with:

1) We had a senior person who implemented change management process in our office. Due to her personality clash with rest of the colloeagues, she didn't receive any co-operation but she implemented this process forcefully. The good thing was that she had senior management support. She even introduced Rational ClearQuest tool to be used to automate change control process.

2) Second challenge is that I was assisting her with this process and later acted as change coordinator. With these ongoing problems, she quit her job and moved on to something else. Since it was only two of us working on this process, I was put in her shoes and now facing a lot of retaliation from other people in the office.

ME alone is against senior software developers team. I have accepted that there are some flaws in the process that we can improve but those people are not clear in this process so suggesting all those kinds of suggestions which would facilitate their development work rather than this process.
To me, it seems that I have to start from point 0.
I am currently working on the documents now and trying best to understand this ClearQuest tool as well.

I know there are a lot of people in this forum with many # of years of experience.

Can anyone please help me?

Thank you,

[m_croon]

Hi ueuniverse,

It seems to me that your issue is not with ITIL nor with tooling. These are merely symptoms of a negative past (or so it is experienced). You clearly state that you want / need to get people within your organisation to cooperate. Working on documents and tooling will not help (a lot) to get you and your colleagues nearer to each other.

Might I suggest you take a look (via google) at John P Kotter's 8 steps for succesfull (organisational) change. Kotter (from Harvard) defined 8 steps that you have to go through to succesfully implement any change. If you miss any of them, you will not succeed.

Go through all the steps, write down what you have already done to fill them in, and what you still could do. Use Kotter's step to define a patch which brings the seemingly opposing points of proces and development together, as they should and could be one. you should understand that a proces which is not accepted, only exists on paper. They should understand that you can have a valuable contribution to improving their work.

Also, why is it that you do not have an assistant as your predecessor had? Does management support you as your predecessor was supported? Why (not)?

Hope this helps,

Michiel

[ueuniverse]

Thank you, m_croon. You are right about bad past experience and I will definately supplement my efforts to keep team focused on this process as valuable to our work.

But another side to this is due to lack of proper implementation. People were not taught as to how this process works and how it should be taken as. As i mentioned before, they are all software developers, therefore, they are confusing the concept of service support / delivery activities with development activities.

Thats why I felt the need to revise the documents (which just talks about the process policy) but doesn't outline procedures as how to do do all this.

[m_croon]

Sorry, I did not read your post good enough.