13.1 Enterprise Change Management Part 1

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Hello and welcome back to Enterprise Project Management.

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This video cover Lesson 13

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Enterprise change Management.

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This is Cane. And I'm still your instructor for this course.

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And again, Thank you for attending.

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So what we're gonna be going over in this video is the idea that

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the more things change, they removed it and saying, The more things change wherever that saying goes. But basically, our issue is we've got all these different kind of change is change and change and change.

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We all have to be looked at a little bit differently. And I want to make sure that as we get into

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these big enterprise projects that we fully understand which category

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each change goes into and what would be the best practices with handling that change.

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So right from the beginning, we've got

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course project changes. We talked about those in previous videos. Hopefully, you've got enough project management experience

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to recognize what the project change management process Looks like.

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You have your initial scope.

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You start doing your planning and your execution of your project, something comes up

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that's either a problem or an opportunity.

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You have to change the scope for to address that problem or opportunity.

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The PSC gets together, they vote on it. There you go. So

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fairly cut and dry for your more waterfall type projects and probably management.

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But that project change. The scope is limited right to just the project. What about Enterprise? What about

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the thing that you're building that is enterprise wide? That's this high level of strategic

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project.

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How does that impact the enterprise? And there's a bunch of different reasons why that or why and how

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this gets into enterprise change management.

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1st 1 is what's called the digitization of business, and there's a link there. If you want to do some more independent research on digitization of business, which course can't say three times real fast,

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Um, the idea

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that we moved from Eichmann My career first started

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many, many moons ago. Technology was seen as a supporting endeavor. So if you think about an online Web store while prior to

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the Internet, you had, you know, Sears catalog, you would

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order the catalog, it would show up in the mail, and you flipped through it. You pick your stuff,

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fill out a form, mail it to Sears or whomever they 1,000,000 your stuff picked her money. So it's on.

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Um so all of that

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the process

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didn't change very much

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when the Internet, it's sort of first came out and an Amazon first launch and whatnot.

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What happened was the process just became supported by technology. So rather than have a single clearing house with all this different stuff, you had

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websites that basically replicated

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the print catalogue.

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You go to that website, you build a user, I d log in whatever

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pick items that you want after looking at pictures of them, um,

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your place in the order.

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The technology would support that data moving into some sort of fulfillment system.

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That fulfillment system would then notify somebody to go, pulls items and mail it to you.

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So

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early on,

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in the digitization of business,

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you were replacing business processes. So you were still in that complicated problem solving realm of things where we do this today without the support of technology, let's build the technology to support this so that now that

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that new processes occurring,

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what we have in more modern times with the true digitization of business

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is that the speed

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and the tight coupling between technology and business especially when talking about data.

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That's kind of big in the news right now with the Facebook and some of those folks that are having some data analytics issues. But the speed and coupling between technology and the digitization of business is creating change

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that are being magnified in the enterprise project management process.

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And it's simply becoming almost impossible

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to fully

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get your arms around and manage that change. So you've got course projects changing.

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Now you've got, um,

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external sources, regulation, all that kind of stuff that's changing. How people do business is more digital.

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So, for example, where those early on websites were there to facilitate

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transactions that were otherwise happen in the real world on a piece of paper,

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Now you've got you know,

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many, many, many look at your iPhone after your your android naps.

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The business is now digital. There's you're changing the way

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that people are even

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following normal business processes. So

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that's what I mean by idealization of business, where you just you've gotten to the point where the digital brown is

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Azriel and in some cases, maybe more real than the physical realm. In a lot of these enterprise projects, so that creates a lot of stress. And those stresses

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are visible through organizational change management

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and

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I t change management. So I'm not again going to spend a ton of time on organizational change management.

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Other than this, say that you need to realize

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if you're embarking on an enterprise project, you can count on there being some organizational change management that's going to be a part of that. You can't

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changing E r P system for entire organization and then have him come in on Monday and go by the way we're not using exiting war we're using. Why