Index
A
Attitude:
toward standards, 110
toward vendor, 29
your own, 11
your staff, 155
your team, 101
B
Benefits (see also Cost/benefit analysis; Measuring): user perception of importance, 23–24
Boss, relationship with, 47–48, 153–54, 158
Brainstorming, 71–73, 78, 157, 186
Budget:
competing for resources, 43, 135–36
corporate, 2
Business case, 36, 38, 135, 162, 186
cost/benefit analysis as a basis, 10
format, 37
measuring, relationship to, 162, 170–72
upper management, importance to, 43, 48
C
Career, impact on, 3, 7, 37, 131, 148–49
Centralized groups (see also Corporate groups):
role in selection and evaluation, 25–26, 30–31
Change control, 96, 100, 119, 141
Comfortable, making people feel:
acceptance of change, 121, 125, 126, 127, 141, 145
eliminating fear, 68
standards, avoid strict adherence to, 116
Communication techniques (see also Informal network; Interview techniques; Presentations):
advertise upper management support, 53, 54
casual conversation, 69
status reports, 163
team meetings, 83
user groups, 141–42
Computer-Aided Software Engineering
(see CASE)
Conflict:
internal, 183–85
Continuity of approach, 155, 179
Corporate codes, breaking sacred, 48
Corporate groups (see also Centralized groups; Task forces)
interaction with, 181–82
standards, role in, 113–14, 182
Corporate sanction ensures cooperation, 42
Cost/benefit analysis, 8–10
Credibility:
increasing, 25, 35, 69, 99, 129, 153, 180
measuring, related to, 166, 172
standards, judicious use, 115, 116, 120
Credibility gap, 60
Critical success factor:
inclusion of pre-implementation phases, 74
setting limits in selection phase, 13–14
standards, 100
upper management commitment, 42
who performs the evaluation, 25
yourself as, 7, 39, 95, 180, 181
your staff’s consulting role, 143
D
Data management examples:
assimilation of remote users, 175–76, 179
brainstorming, 71–73
burnout, 185–86
case study of implementation, 127–34
corporate level involvement, 182
detailed planning, 96–99
first users, 132–33
measuring productivity improvement, 162
modularity, 154–55
physical implementation, 176–77
reevaluate the plan, 156–57
search for success, 102
shifting priorities, 153
tactical and strategic planning, 91–92, 148
target user community, 78–79
time required to implement, 122
training, 138
Data processing profession:
conservative, 40
mature, 1–2
Deliverables (see also Planning, detailed):
draft document, importance of, 93
task force, 183
E
Effective Listening (see also Listening): 68, 84, 117, 153, 176, 183, 185
Empathy:
corporate groups, 182
upper management, 45
your boss, 153
Environment of trust and confidence (see also Proper environment for change)
with your boss, 154
Evaluation criteria, 34–35
customer input about, 35
staff input about, 35–36
Evaluation trial:
activities, 31–32
document, 33–34
impact of involving other groups, 30–31
structure, 28–29
Evaluator, selecting, 26–28
Excelerator examples:
approach taken during implementation, 126–27
case study, 119–20
customization to overcome resistance, 140–41
defining requirements for selection, 20–21
entity list, 177–79
evaluator selecting, 26
interacting with corporate groups, 181
marketing creativity, 58
measuring productivity improvement, 162–63
meetings:
strategy, 145
upper management, 48
phenomena of inertia and momentum, 135–36
power struggles, 159
redefinition of role, 180–81
resist the unreasonable, 114–15, 153
role expansion, 182
roles and responsibilities, 100–101
search for success, 102–3
standards:
establishing, 111–13
utilize what exists, 116
training, 138–39
your staff as a support group, 139–40
Expanding your role:
involuntary, 182–85
redefinition, 180–81
F
Frustration, relationship to change process, 36, 83, 94, 124, 127, 159, 183
Function points, 173–74
G
I
Ideal situation:
imaging, 8
versus current, 8–9
Incremental improvement, 125, 126, 127
extend beyond your company, 142
influence, relationship to, 62
interdependence with organizational structure, 60–61
interpersonal relationships as a basis, 60
planning, useful during, 89, 91, 100
team formation, useful for, 78
unforeseen obstacles, use for
overcoming, 127
use while finishing the implementation, 176, 182
Interproject team (see Team)
Interview techniques, 69–70
K
L
Leadership (see Team leadership)
Life cycle of implementing change, 3–4
Lightyear, 18
difficulty of effective, 64–66
directing conversation, 66, 67
M
Manageable chunks, 123, 124, 127, 155
Marketing (see also Communication techniques; Selling), 186
creativity, 58
Marketing blitz, 53
Market survey, 13, 19, 167, 186
time allotted, 16
documenting: importance, 17
format, 17–8
blind study, 170–72
function points, use of, 173–74
importance of, 162
percentage complete, 163
quality, 173–74
user happiness, 162, 167–70, 173
utilizing tools, 173–74
Meetings (see also Team meetings)
arranging with upper management, 45
dealing with the unexpected, 48
preparing for, 46
Methodology:
Gane & Sarson, 119
incremental improvement, relationship to, 126
standards, relationship to, 96, 104, 107, 111, 119
Yourdon, 119
Modality, organization, 23–24, 67, 129, 181
Modularity, 154–55
O
Objective, losing sight of your major, 5–6
Open-minded, 70, 101, 111, 183–84, 185
Organization:
compatibility to products, 36
modifying your, 121–22
Organizational:
dynamics, 70
pressures:
counterbalanced by team, 76
implementing change, impact on, 77
task forces, impact on, 183
structure (see Informal network):
work within the current, 77
Organization and geographic placement, effect on planning, 73, 156
Overcoming resistance (see also Buy in; Standards)
concrete evidence of success, 186
customization, use of, 140–41
effect on rate of technology transfer, 2
eliminating fear as a means to, 68–69, 125
flexibility, importance of, 126, 127
identify key people, 70
patience and persistence, use of, 129–30
raising awareness, 62–63
selling as a means to, 40
upper management involvement, 42–44
P
Persistence:
with corporate groups, 182
of opponents, 157–58
with upper management, 45–46, 49, 180
of users, 135
with users, 66, 127, 129–31, 175, 176
Personal Power (see also Team leadership), 70, 93, 94, 95, 144, 153, 159
Pert chart (see Planning, detailed)
Phenomena of inertia and momentum, 135, 136
detailed (see also Project Workbench; Resources; Schedules; Standards)
activity, 96
CPM network, 99
critical path, 96
dependency diagram, 96
interproject team involvement, 92
Pert, 5
phase, 96
task, 96
work breakdown structure, 96
tactical, 89–92
Political considerations, influence of, 7
Political environment, 54, 170
Political power:
strength following implementation, 158–59
Political savvy, 3, 60, 131, 153
Politics (see also Power struggles):
benefit of management support, 43
Position Power (see also Team leadership), 70, 94, 95, 159
Power struggles, 93–95
adverse effect of, 95
conflict, drain on change process, 95, 158
after implementation, 157–58
leadership, impact on, 93–95
rugged individualism, 94, 95, 158–59
win lose situation, 94
within your management chain, 95, 158
handling interruptions, 56, 57
Product availability, 34–35
Product documentation, 34, 35, 36
Product installation, 30–31, 32
Productivity:
increasing emphasis on, 1–2
objective not a priority, 3
understand what already exists, 67, 116
Product procurement, 29–30, 32
associated hardware and software, 30
vendor involvement, 30–31
Project team (see Team)
product procurement, vendor involvement, 30
redefinition of role, 180
training, computer-aided, 137–38
Proper environment for change:
creating, 63, 68, 79, 116, 120, 154, 159
effective listening promotes, 66, 67
maintaining, 159
PW (see Project Workbench)
Q
Quality:
of change process, 95, 99, 131–32, 147
R
Razzle dazzle, avoid, 22–23, 56, 58, 60
Reevaluate the plan, 124, 130, 156–57
Regulation bricks, 146
Relationships (see also Boss; Power struggles; Staff):
interpersonal as basis for informal network, 60
Reorganization, 148–57
implementation, during, 126
new management, 153–54
planning, impact on, 90, 91–92, 95
result of your success, 148–49, 159
selection phase, impact on, 15
staff, impact on, 149–52
Requirements for selection, 32, 34
documentation:
format, 21
utilization of existing, 20–21
undefined, pitfalls of, 20
Resistance to change:
difficulty of overcoming, 41
fear as a cause, 68
maintaining the status quo, 40
new and unexpected sources, 140
the unconverted, 144
users, reasons for, 129–30
Resource analysis, 73–74, 96–99, 156–57, 172, 177, 178, 179
for change, 11, 43, 47, 78, 86–88, 136
limiting voluntarily, 52
team members as, 151–52
utilize wisely, 91, 92, 102, 176–77
Roles and Responsibilities, 96, 100, 102, 119, 141, 157, 159
S
Salesperson:
assets available to, 41–42
credibility gap, 60
evaluation:
document, 34
trial, 28–31
importance of short time frames, 102–3
planning, detailed, 78, 80, 81, 83, 85, 96, 186
reevaluate during implementation, 123–24, 129, 130–31
Search for success, 73, 102–3, 123, 124, 145, 147, 157
Selection:
approach taken, factors affecting, 16
management involvement, 16
Self assessment, 6–7
Selling (see also Marketing blitz), 40, 135, 153, 154, 175, 179, 180, 183, 186
Setting limits, 13–14, 28, 73, 123
Shifting priorities, 153–54, 156, 176
Situational Leadership, 70
Speaking (see Presentations)
SPQR/20, 173–74
assessing, 26–28, 150–51, 184–85
complexion prior to implementing change, 51–53
experience level, 52
personality types, 52
development plan for each member, 151, 152
inexperienced, managing, 149–52
roles:
consulting group (see also Meetings, strategy), 143–44
support group, 139–40
service orientation, 52, 53, 155, 175
burden of, 110, 111, 115, 116, 118–19
case study, 119–20
ease of use, 118
importance of, 104–10
planning, detailed, 96, 100, 102
resistance to, 110, 111, 115–16
self-proclaimed authority, 110–11, 116
user guide for your environment, 141
utilize what exists, 115–16
Supervisor, your role as, 62, 150–52
T
Target area for improvement, 7–8, 67–68
Target user community:
difficulty of predicting, 78–79
first users, 132–33
measuring gains for different, 165–66, 167–68
strategy and tactics, 91–92
managing in absentia, 184–85
organizational biases as a problem, 183
purpose of, 1 83
reconciling corporate and
organizational objectives, 183, 185
approach ensures joint responsibility, 77–78
assessing members, 85
building, 83–86
commitment without representation, 78, 81–82
duration, 87–88
formation, 78–81
healthy discord, 81
Team bond:
change process, relationship to, 120
maintaining commitment, 87
planning phase, importance during, 93, 95
relation to personal and position
power, 86–87
role of building and maintaining team
bond, 87
frequency, 83
items of interest, 83
powerful means of coordination, 83
Team membership (see also Key people):
operations involvement, 79–80
Technology, predicting future directions, 90
Technology transfer, 2
Time required to implement change, 121–22, 126
Timing:
cost/benefit analysis as an indicator, 10
initial contact with corporate groups, 181–82
making your effort public, 11, 42
optimal for implementing change, 4–6
original assumptions, impact on, 14
quality, relationship to, 16
recommending delay, when to, 39
speed of delivery, 103
standards setting, 118, 119, 141
Too much too soon, 123–24, 147
centers, 137
computer-aided instruction, 137–38
projected cost, 37
vendor, 31, 34, 35, 36, 137, 138–39
U
Unforeseen obstacles during implementation, 127, 129
management induced, 130
staff induced, 130–31
Upper management (see also Business
case; Commercials; Meetings;
Presentations):
bottom line orientation, 46–47
commitment:
at all levels, 43
importance of, 42–43
how to conduct yourself with, 49
perspective during planning, 102
pressure to eliminate
pre-implementation activities, 74
User groups (see also Communication techniques):
benefits of, 141–42
how to form, 142–43
vendor involvement, 142–43
User guide for your environment, 141, 147
V
Vendor (see Training; User groups)
building, 18–19
importance, 18
Vendor support, 29–30, 31, 34, 35, 54, 140–41, 180
Version Control, 96, 100, 119–20, 141, 177–79
W
Work breakdown structure (see Planning, detailed)
Workshops (see Training)