It is possible to trade operating costs for capital costs — for example, a system could decide to spend a lot of money to replace an expensive-to-operate heavily used bus line with an automated light metro line, which may reduce the number of staff required and thus the operating cost — but requiring a lot of capital expenditure. On the other hand, a system could decide to never build capital-intensive rail lines at all and transport everybody by bus all the time. Then the capital costs will be much lower since you basically only need the buses and garagesbut the operating costs will be very high. So in order to get a complete picture of the total cost of running transit, we need to consider the capital costs.
Every day, new initiatives and projects are launched to improve performance, increase profits, and enhance your competitive advantage. You could be implementing technology to enable a more mobile workforce, reengineering a process to ensure regulatory compliance or pursuing an enterprise-wide transformation around customer experience.
There is a common denominator for achieving the intended outcomes of your initiative: Your initiatives impact how individual people do their work: Change management is the approach to driving adoption and usage so initiatives deliver expected results and outcomes.
Here is why you need change management: Thrive in an Ever-Changing World Gone are the days of one large change every 36 months. Organizations are facing faster, more complex, more interdependent and more cross-functional change than ever before.
Some of that improvement comes from just installing the solution. However, much of the benefit and expected improvement is tied to people changing how they do their jobs. Change management focuses on helping people change how they do their jobs, allowing us to capture the adoption contribution and the people-dependent portion of project ROI.
Close the Gap Between Requirements and Results All too often, organizational changes meet requirements without delivering expected results. They deliver the necessary outputs without delivering on expected outcomes. The focus of the change effort is on the solution rather than the benefits of the solution.
The gap that exists between requirements and results, between outputs and outcomes, between solutions and benefits is the people who bring the change to life in their day-to-day work. Change management enables the closing of this gap by effectively supporting and equipping those people impacted by a change to be successful in bringing it to life in how they work.
Increase Likelihood of Project Success The data is abundantly clear. The better we apply change management, the more likely we are to deliver on project objectives. McKinsey data also shows that the ROI captured from excellent change management is significantly more than with poor change management.
Change management, when applied effectively on a project, significantly increases the success rate of the effort.
Mitigate Mission-Critical Risk Ignoring the people side of change creates risk. When the adoption and usage of a solution is ignored, and the focus is exclusively on meeting technical requirements, the result is excessive risk and cost. Absenteeism and attrition increase.
Customers feel the impact when they were not supposed to. Failing to plan for and address the people side of change is costly, and change management is the discipline to help mitigate those mission-critical risks. Take the Chance out of Change Change is difficult.
To the degree that we can, we want to remove the chance or variability associated with change. Project management has accomplished this by providing direction on sequencing milestones, deliverables, activities and resources over the lifecycle of an effort. Unless we proactively support and guide people through the changes our projects bring, we leave them embracing change to chance.
Change management removes the chance from change by providing employees with the preparation, support and skills they need to succeed in change. Then, when it comes time for a change to be implemented, employees are sent an email on Monday for training on Tuesday for go-live on Wednesday.
That is not the right way to treat people, especially the people that are your most valuable asset. By proactively engaging and supporting people in times of change, we demonstrate in action that we value them. Need More Tools and Books?
in the mind of a specific expert, a specific department, in old files, with a specific team, etc. WILL THE RADIATION REACHING THE WEST COAST BE DANGEROUS?
No it will not be dangerous.
Even within km of Fukushima, the additional radiation that was introduced by the Cesium fallout is still well below the background radiation levels from naturally occurring radioisotopes.
Aligning knowledge capture and sharing with this kind of urgent need helps you justify the time, energy, and money involved in creating innovative KM approaches.
Once developed, these approaches can be adapted to new situations or expanded to other parts of the organization. Multi-Modal Transportation Planning Victoria Transport Policy Institute 8 Multimodal Planning Concepts Multi-modal planning refers to planning that considers various modes (walking, cycling, automobile, public transit, etc.) and connections among modes.
IT Project Justification Model? Justification is the process of explaining that what you say istrue. Justify what i just said. You may be after the six stage project management model. Hi Barry, just wanted to let you know low much I'm loving my cane. Tough as nails and a piece of art.
It was great working with you.