cameron and green making-sense-of-change-management

IT-based process changeStep oneStep twoStep threeStep fourStep fiveStep sixStep sevenStep eightStep nineStep tenStep elevenIdentify the process you wish to redesignDefine the mission, efficiency objectives, critical successfactors and major problems (variances)Describe the environment in which the process takes place(pressure from outside, market conditions etc)Describe the process as it is at present (often missed out inBPRI): tasks, variances, value chain, structureList the variances (weak links in the system, where standardsare hard to achieve consistently)List and rank value adding activitiesAnalyse the social system – who works with whom and how,required relationships, knowledge of each other’s rolesJob satisfaction analysis – good fits and bad fitsProbable or possible new developmentsFuture strategy of the organizationProposals for change – based on above information, and indiscussion with the teamFigure 8.5The PROGRESS methodology for process improvementSource: Mumford and Beekman (1994)County planning office case studyThe county planning department was overstretched and ‘in crisis’. Planswere stacking up, and a three-month delay was the normal experience ofthose submitting plans for approval. This was starting to become untenable,as people in the community wanted to get on with building workand could not do so without planning approval.A consultancy firm using the PROGRESS approach was called in towork with the planning team. The planning process itself was identifiedby the team as being cumbersome and slow, but although they could seethe problems, they had never had the time to sort them out. The consultantsplanned in some intensive half-day sessions with the planning teamto map out the process and identify weak links. Although the impact ofspending time in the workshop sessions caused even more backlog tobuild up for the team, they were confident that they could reduce the301