CHANGE MODELS

Many projects contain an aspect of changing systems, behaviors, activities, and sometimes, cultures. Managing this type of change requires thinking about how to transition from the current to the future desired state. There are many models that describe the activities necessary for successful change management. Sections 4.2.4.1 through 4.2.4.5 provide a sampling of the change models.

4.2.4.1 Managing Change in Organizations

Managing Change in Organizations: A Practice Guide [3] is an iterative model that is based on common elements across a range of change management models. The framework has five associated elements interconnected through a series of feedback loops:

• Formulate change. This element focuses on building the rationale to help people understand why change is needed and how the future state will be better.
• Plan change. The identification of activities helps people prepare for the transition from the current to the future state.
• Implement change. This iterative element focuses on demonstrating the future state capabilities, checking to ensure the capabilities are having the intended impact, and making necessary improvements or adaptations in response.
• Manage transition. This element considers how to address needs related to the change that may surface once the future state is achieved.
• Sustain change. This element seeks to ensure that the new capabilities continue and previous processes or behaviors cease.