Bab #10 Change Management

What we anticipate seldom

occurs: what we least expect
generally happens
Benjamin Disraeli

UI

3/17/15

Change management

Managing process, structural,

technical, staff and culture
change within an organization.

Business transformation

Change
Management ad
Business
Transformation

Significant changes to
organizational processes
implemented to improve
organizational performance.

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Scheduling

Budgeting

What type of resources do we need, what are

their responsibilities and where do we obtain
them?
Do we need to revise organizational structure?

Managing the human impact of change

Some of The
Challenges of
Implementing
and Managing
e-Commerce

Organizational structures

How do we cost e-business?

Resources needed

What are the suitable stages for introducing

change?

What is the best way to introduce large-scale

e-business change to employees?

Technologies to support e-business

change

The roles of knowledge management,

groupware and intranets are explored.

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Key Factors in
Achieving
Change

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Element of 7S

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Only 58% of respondents say that

their projects always achieve their
goals, and yet only
21% of them say they always
achieve deadlines.
Only 39% always achieve budget
and a positive ROI.
Over 8% of respondents never
meet their project deadlines and
nearly 6% never deliver their
projects within budget.
Nearly half of all respondents
(45.5%) do not have a structured
approach to managing their web
projects.
7

Econsultancy,
2007

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Changing customer
requirements and market
conditions;
The breadth of people and
skills involved;
The raft of stakeholders;
Frequently tight or fixed
deadlines;
A degree of uncertainty;
And the need for interaction
with real customers.

The Different of
Web Related
Project

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Challenges of
Web Project
Management

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Success Factors
for Web Project
Management

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Business management sponsorship for

projects
Program management
Project management capabilities
User involvement
Task breakdown, milestone definition
and phase approvals
Allocation of responsibilities
Rigorous tracking of milestones and
deliverables
Cost and manpower budgets, balancing
internal and external resources
Quality assurance plans and methods
Program and project risk assessments
Transition from development to
operations.
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Consideration
the organisation
identifying and
prioritising projects in
line with the
operational plan and
the adoption and
application of sound
project management
techniques for each
project undertaken
and takes into
consideration:

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Stages in
Developing an
e-Business
Solution

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Explicit

Details of processes and procedures. Explicit

knowledge can be readily detailed in procedural
manuals and databases. Examples include records of
meetings between sales representatives and key
customers, procedures for dealing with customer
service queries and management reporting processes.

Explicit vs Tacit
(2 Different
Types)

Tacit

Less tangible than explicit knowledge, this is

experience on how to react to a situation when many
different variables are involved. It is more difficult to
encapsulate this knowledge, which often resides in the
heads of employees. Techniques for sharing this
knowledge include learning stories and histories.
Examples include knowing how to react when changes
occur in the marketplace, such as a competitor
launching a new product or a major customer looking
to defect. Knowing how to analyse and respond to
information in management reports depends on tacit
knowledge. To acquire tacit knowledge may rely on
sharing knowledge with partners outside the company
or others in different sectors. So knowledge
management should not be considered solely as
confining corporate knowledge within the firewalls.

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Knowledge Management is the management of

activities and processes for leveraging
knowledge to enhance competitiveness through better
use and creation of individual and
collective knowledge resources

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Identify knowledge.

Create new knowledge.

This is an analysis of the availability of existing

knowledge to support the activities forming existing
processes and a gap analysis showing what is missing.

Knowledge
Management
#1

This reviews methods to create new knowledge. At the

personal and team levels, recommended techniques
are through training, process problem improvement
sessions or brainstorming. At the departmental or
organizational levels, knowledge creation can occur
through benchmarking against other organizations and
through establishing expert groups known as
communities of practice or use of consultants or
other companies to acquire new knowledge.

Store knowledge.

Mekhilef et al. point out that much knowledge is

typically stored in peoples brains and so will often
remain there as tacit knowledge. Knowledge can also
be embedded or become part of the organizational
memory through revising processes that form team
routines. Storing explicit knowledge requires a
structured approach to selecting, updating, organizing
or categorizing knowledge within information systems.

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Share knowledge.

This increases knowledge availability to ensure it is

available in the right context i.e. for the right person, at
the right time to support their current activity. Mekhilef et
al. (2004) identify the stock method of distribution where
knowledge is made available through databases and the
flow method where knowledge is transferred directly from
person to person through collaboration, workshops or
mentoring. These authors also say that approaches to
support knowledge sharing include: intranets or portals,
databases, collaboration, communities of practice, job
rotation, coaching, seminars and training. Technology can
be used to assist this through making information
available through an intranet which enables browsing and
searching of document databases or more collaborative
approaches such as wikis (web-based discussions which
can be authored by several people) or webinars (staff
learn through dialling into a presentation or discussion
hosted by an expert member of staff).

Knowledge
Management
#2

Use knowledge.

Since a lot of knowledge remains under-utilized, the

authors suggest that the purpose of this stage is to ensure
that all effort that is spent in the previous activities pays
off! It also involves managing further additions to the
knowledge base.

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Identify risks, including their

probabilities and impacts.
Identify possible solutions to
these risks.
Implement the solutions
targeting the highest-impact,
most-likely risks.
Monitor the risks to learn for
future risk assessment.

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Risk
Management

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Change as a result of e-business needs to be

managed on two levels. First, the change that needs
to be managed as part of projects to introduce ebusiness. Second, organization-wide change is
required for e-business. We focus on this change in
this chapter.
Sound project management is required to achieve
change. Traditional project management activities
such as estimation, resource allocation, scheduling,
planning and monitoring are all important here. A
project manager also needs to facilitate change by
communicating the need for change.
Traditional lifecycle stages analysis, design and
build can be used to estimate the tasks required
for an e-business implementation. Since most ebusiness solutions will be based on tailoring off-theshelf packages, there will be a change in balance
between the analysis, design, build and
implementation phases in comparison with a
bespoke solution. Prototyping is essential to achieve
the fast timescales required by e-business.

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Summary #1

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Building a team for e-business will

require technical, marketing and project
management skills. This will be difficult
in the face of a competitive marketplace
for these skills and high staff turnover.
Tactics should be developed to help
retain staff in this environment.

Summary #2

To implement e-business, a company will

need to partner with a variety of
companies. The e-business manager will
need to decide whether to outsource
activities such as strategy, content
development and site promotion at the
outset of an e-business project and
whether it may be necessary to bring
these activities back in-house at a later
stage.

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Changes to organizational structures are likely

to be required to build the e-business.
Coordination of e-business-related activities
can be achieved through a working party, ebusiness manager or separate department.
Companies may also spin off sell-side ecommerce to a completely separate business.
Managing staff responses to change is an
important aspect of change. Managers will
need to consider how to achieve commitment
and action from senior managers and also how
to gain staff acceptance of the new system and
new working practices. Techniques that may be
used are user education, user involvement and
achieving support from respected staff.
Companies with an outward-looking cultural
orientation will be predisposed to e-businessled change while others that have an
inwardfacing, inflexible cultural orientation may
have to consider changes in culture.

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Summary #3

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