Martin Haack

The same desire is based on even the phenomenon that many construction sites at once raised, with the same effect. It is therefore good to run, always in mind when planning that IT systems by, with and for persons to be used and are useless for himself alone taken always. The budget is enough only for the Essentials “: of course.” Only, it is of the essence to get new IT functionalities, or is it better? If the benefits of good systems are discussed and sold, and the positive results achieved by other companies, be taken as a model, often falls a good part of what has enabled these successes under the table. Namely, the investments that advance made in these organizations, to create a climate and a culture whose Foundation was possible changes without major disruptions. What is easy, because it is difficult to quantify these efforts, and to establish a mechanical causation. For the budget planning, much about licenses, the programming effort is then discussed in hours and the necessary adjustments to hardware. And very little about training classes that are not related to the operation of the program, but on the introduction and Involvement of stakeholders.

And likes fails also the planning time and resources for meetings and other activities that are not exchanging facts, but discussion and consensus, that finally the people should work and unable to speak. It is therefore good to keep in mind that it needs the investment in people to secure the investment in systems. The experts will be there “: A look at the organizational chart and the descriptions of roles that are created for the planning of a change in a system or a system change can be very enlightening.” Top management acts as a sponsor”and bears the responsibility. The project management is an IT expert, who is the driving force, and coordinates several external systems experts with the support of the internal IT support. In the periphery the managers, supervisors and team leaders show up somewhere then, whose Bereiche are affected by the change of system. In an advisory capacity, with dotted lines of reporting to the project manager. And of course you can their employees also include, where necessary. “So shortened it is visible: people are at the heart of what’s going to happen, the everyday” don’t know the Organization and working with existing systems.

The lower and middle management can be confined to the function, to provide expertise to the IT project team. But who is responsible management now for the change? There’s then the practical concept of total responsibility”for the project, and the project leader has a mission, which is perhaps not aware of him, but certainly should present him quite a problems. Not necessarily even an expert on change management is an IT expert. And even if the disengagement does rest, the project management of the operational area to all involved life difficult to make. There are significant design flaws, when forming and embedding are the change not the de facto leaders and stakeholders, and if no matching resources to cope with these tasks scheduled be. “And needless to erwahnen(?) – an appropriate resource can be created not by that one somewhere in the organization chart the title change manager” adds. It is therefore good to keep in mind that the experts only be set, if there are any for all relevant tasks, and they can start their work on a reasonable basis. In this sense: Good luck! Martin Haack VARICON corporate and management consultancy Stuttgart / Munich contact via XING