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HEC132 Project Management
Task:
The process model presented in Chapter 2 builds on the model that was presented in the third edition. It conceptualizes the management of change as a purposeful, constructed but often contested process that involves attending to a number of core activities. These activities are presented as separate elements of the change process because, although the boundaries between them are not always clear-cut and there can be some backtracking, the decisions and actions associated with each activity tend to dominate at different points in the process. There are, however, some differences between the elements of the model presented in this edition and the one in the third edition: the planning phase has been expanded to include a review of different types of intervention; reviewing change has been combined with implementation; and learning has been introduced as a new element in the model.
These activities (elements of the model) provide the framework for Parts II–VIII:
Part II: Recognizing the need for change and starting the change process
Part III: Diagnosing what needs to be changed and formulating a vision of a preferred future state
Part IV: Leading and managing the people issues
Part V: Planning how to intervene in order to achieve the desired change
Part VI: Implementing plans and reviewing progress
Part VII: Sustaining the change
Part VIII: Learning.
The importance of leadership and learning from the experience of managing change are two themes that are given more attention in this edition. They are introduced in Part I and developed throughout the book:
Leadership: Chapter 9 on the role of leadership in change management has been rewritten and Part IV has been changed to reflect the importance of leadership.
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