mp13

=MP13 - Managing Change=

1. Introduction
Project management and change management are strongly linked.

Projects are often initiated because there is a need for changes in an organization. It must be checked which kind of changes an organization is willing and able to follow.

Projects in many cases cause changes in organizations. The impact of projects on organizations and all stakeholders has to be checked.

Change management has a technical and organizational side dealing with changes in processes, in roles and responsibilities. Change management has also a human side - and project managers must check if people effected by a project will follow and are able to follow. In many cases the human side is more difficult and risky than the technical or organizational side.

At the technical side of change management we have to deal with change requests. Changes in projects must be identified, checked, and confirmed.

The course is well integrated within the framework of EuroMPM courses. The course is linked to courses on human resources, quality management, risk management, planning and control, and others. Change management is linked to value management.

The learning out-comes within framework of European Qualification Framework (EQF) are defined and documented for the knowledge, skills and competence levels. The objectives are to enable students to explain concepts of change management. At skills level, they will be able to detect, develop and apply tools and techniques for change management. The students will also develop competence to analyze and develop new ones.

Introduction

 * Change management and project management - twins one should not separate
 * Needs for change initiate projects
 * Impacts of changes have to be managed
 * The human side of changes and the technical and organizational side of changes
 * What we can learn from nature: The caterpillar and the butterfly - Heraklits river

Concepts

 * Models of change management
 * Managing change as a process
 * Change management life cycle
 * Change management and value management

Tools for change management

 * System thinking and impact analysis - understanding the impact of changes
 * Simulation - understanding a system before and after changes
 * Sensitivity analysis - what-if-analysis
 * Target analysis
 * Value management
 * Change techniques

3. Case studies
There is a cluster of case studies on analysing various aspects of change. Impact analysis, sensitivity analysis and further methods are trained in lab sessions with appropriate software.

4. Parameters
ECTS: 3 Hours of study in total: 90 Weekly hours per semester: 2 Contact hours: 30 Self study hours: 60 Course characteristics: compulsory Course frequency: every year - summer semester Maximal capacity: 15 students Course admittance prerequisites: no special requirements - course MP07 Project Organization is highly recommended Skills trained in this course: professional, methodological, and personal skills Prerequisite for the completion of the following courses: This course is important for all subsequent courses Assessment of the course: 75% contributions within the course (homework, group work, presentations, case studies) 25% written or oral examination at the end of the course Teaching staff: Prof. Dr. Peter Reusch, (Prof. Dr. Matthias Beenken)

5. Learning outcomes

 * 5.1 Knowledge**

The students can
 * explain core aspects of changes - types of changes, needs and reasons for change, aims of change.
 * explain the role of change drivers, change opponents and change agents.
 * explain an organizational change by using object role models describing the situation before and after changes.
 * explain the role of stakeholders in change management and their responsibilities, interests and impacts.
 * explain how to manage a change process, how to deal with change requests.
 * explain impact analysis and sensitivity analysis.
 * explain the role of value management in change management


 * 5.2 Skills**

The students are able to
 * analyse the main reasons and perspectives of changes in selected cases
 * analyse the impact of changes by influence analysis and sensitivity analysis in selected cases
 * prepare change by using simulation models in selected cases
 * develop change management concepts in selected cases

in a given context.


 * 5.3 Competence - attitude**

They are able to
 * analyse the main reasons and perspectives of changes in projects
 * implement change management processes in projects
 * analyse the impact of changes by influence analysis and sensitivity analysis in projects
 * to prepare change by using simulation models in projects
 * develop change management concepts in projects

in a new context.


 * 5.4 On scaling learning outcomes**

The assessment of learning outcomes is based upon the following core perspectives:
 * Analysis - quality of analyses of chances
 * Analysis - regarding the impact of change
 * Completeness – regarding aspects of changes
 * Complexity - regarding aspects of changes

6. Teaching and training methods:

 * Lectures introducing concepts, methods and tools
 * Group work to train concepts and methods, to develop skills and to work on case studies
 * Home work to add individual contributions
 * Presentations to communicate results

7. Course mapping
This course is linked to other course of the study programme in the following way:

MP01 shows the relationship among projects and changes.
 * MP01: Projects: Concept, Types, Cases, Context and Organization**

MP02 and MP13 support each other - stakeholders and life cycles are discussed in both courses.
 * MP02: Life cycle Concepts, Maturity Models, Customer Relation Ship, Stakeholder Management**

Standards support change management.
 * MP03: Standards and Mainstreams**

Change management is embedded in project planning.
 * MP04: Project Planning**

Change management is embedded in project control.
 * MP05: Project Control**

Competences of human resources support change management.
 * MP06: Human Resource Management, Team Building and Leadership**

Project organization is developed with respect to changes.
 * MP07: Project Organization**

Quality management supports changes.
 * MP08: Managing Quality**

Risks must be taken into account in changes.
 * MP09: Managing Risk**

Economical aspects must be taken into account in changes.
 * MP10: Project Economics**

Communication supports change management.
 * MP11: Communications, Negotiation and Conflict**

Social competencies support change management.
 * MP12: Social Competencies**

Creativity and decision making support change management.
 * MP14: Creativity and Decision Making**

Cultural aspects must be taken into account in changes.
 * MP15: Intercultural Communications**

Information and knowledge management support change management.
 * MP16: Information and Knowledge Management**

Financial aspects must be taken into account in changes.
 * MP17: Project Finance**

Legal aspects must be taken into account in changes.
 * MP18: Legal Aspects in Project Management: Contracts, Procurement, and further Issues**

Major changes are initiated by programs and portfolios.
 * MP19: Program and Portfolio Management**

Change management must take care of safety, health, and the environment.
 * MP20: Safety, Health and the Environment**

8. References:
Most course materials are available in ILIAS and additional web portals - a few books to mention here:


 * 1) PMBOK® - 4th edition, PMI® 2008.
 * 2) Kerzner, Harold: Project Management, 10th edition, New York 2009.
 * 3) Schelle, Heinz; Ottmann, Roland; Pfeifer, Astrid: Project Manager, GPM 2006.
 * 4) Cameron, Esthert; Green, Mike: Making Sense of Change Management, 2nd edition, London 2009.
 * 5) Kotter, John: Leading Change, Harvard Business School Press 1996.
 * 6) Kotter, John; e.a.: Harvard Business Review on Change, Harvard Business School Press 2005
 * 7) Senge, Peter: The Fifth Discipline, 2006, ISBN 0385517254.
 * 8) Trompenaars, Fons; e.a.: Managing Change – across corp. cultures, 2004
 * 9) Gardner, Howard: Changing Minds, 2004
 * 10) Sadler, Philip: Designing organizations, 1994.
 * 11) Schindler, M.; Eppler, M. J.: Harvesting Project Knowledge: A Review of Project Learning Methods and Success Factors. In: International Journal of Project Management 21 (2003), pages 219-228.
 * 12) Morris, Peter: Translating Corporate Strategy into Project Strategy, PMI 2004.
 * 13) Harvard Business Review on Knowledge Management (Harvard Business Review Paperback Series) by Peter Ferdinand Drucker, David Garvin, Dorothy Leonard, Susan Straus, John Seely Brown, Publisher: Harvard Business School Press 1998.
 * 14) Dallas, Michael; Langdon, Davis : Management of Value, OGC, APM Group und Stephanie Clackworthy von Stationery Office, London 2010, ISBN 0113312768.