- Leadership varies in how well they communicate, demonstrate, and reinforce commitment to and ownership of change and how it effects employees
- Project Management Offices (PMOs) differ based on whether they track an enterprise portfolio of all change initiatives indicating whether projects compete for the same resources and effect the same parts of the organization
- Organizational adaptability fluctuates because some normally embrace change, while others maintain the status quo
- Change scope, volume, and depth differences, at any given time, affect an organization’s ability to change
- Feedback and measurement reporting systems availability affects how leaders, change agents, and targets share information about the impact of change initiatives
The fact remains you must collect information before, during, and after introduction of a change. Based on prior experience, you should expect that negative change outcomes end within a known time period, after successful change, where the organization returns to a new and improved state. This requires ongoing collection, analysis and reporting on negative outcomes throughout the period of change. For example, employee productivity will eventually return to the historically normal rate within two weeks after introducing the change. If the ongoing reporting begins to show a low employee productivity trend that projections indicate will not end in two weeks, you have the information necessary to slow the change and avoid an overload.
Coplan, Scott. The Integrator: A Change Framework for Agile IT and Project Management Success. New York: Productivity Press, 2022.
Harrison, Don. Introducing the Accelerating Implementation Methodology (AIM) A Practical Guide to Change Project Management. Lakewood, CO: Implementation Management Associates, 2017.