The notes below were prompted by a post on â€œCompanies are struggling with change managementâ€ in the LinkedIn forum â€œBusiness Improvement, Change Management & Performanceâ€.
Based on 30 or so client projects with some of the worldâ€™s largest corporationsâ€¦ and some of the not so large, Iâ€™ve come to a slightly different view.
Thereâ€™s a lot of talk about culture change and its challenges. And yes, there are doubtless challenges around that, but I would suggest â€“ based on 15 years of analysis, research and testing, that many of those challenges are avoidable and are in fact generated by the approach most organisations take to â€˜business changeâ€™ programs.
(â€˜Business changeâ€™ itself being an interestingly nebulous and directionless phrase. Change for the better, change for the worse or even, change for changeâ€™s sake? [Here’s a ‘take’ on this subject])
My evidence and conclusion is that what is often promoted as project â€˜Best Practiceâ€™ â€“ frequently some form of project management process based on the â€˜waterfallâ€™ modelâ€¦ which because of its flawed structure and flawed assumptions, is actually at the root of business change problems; rather than the solution it purports to be.
This is literally asserting, that the linear structure of ‘waterfall’ process-based ‘Best Practice’ project management methods such as PRINCE2, will increase the difficulties in change management initiatives.
Has anyone else come to a similar, scurrilous conclusion?
For more information on how ‘Best Practice’ project management methods lead to business change and IT project failures, Â contact us.
PRINCE2Â® is a registered trade mark of the Cabinet Office.