Size Matters - Scope The Change Work

There will come a time on every change project that you will wish you had read this article. The size and scope of the work does matter. Everyone today, especially in the larger organizations, wants to forecast heroism. By that I mean they want to think that because they are who they are, or the organization is who it is you will then be able to do anything. Don’t make that mistake.

When setting up any change project, and remember all project work is change work, there are three parts you must balance to succeed. They are …

1. Scope
2. Resources
3. Time

These three elements form a triangle and must have equal sides. That means the length of each side must remain relatively the same throughout the project. Let’s address each individually then we’ll tie them together as a whole.

Scope:

The scope of the work defines the boundaries of what you will work to change. The scope is your vision of the project. Are you going to change the processes of just accounts payable or are you going to reach out into other areas as you progress. You must carefully define the scope of the work in order to move to the next side of the change triangle and that is defining the resources.

Resources:

The resources of your change effort are the people, outside support, in some cases materials and most of all the finances, the money required to bring about the changes desired. Here is where we find the forecasting of heroism most common. Many leaders confuse sound planning with being macho. If you are the change leader don’t accept the assignment without a realistic resource plan or you are doomed to failure. The gun that will eventually shoot you for failing is already aimed at you at this point. You must take the scope and support it with a realistic resource plan.

Time:

The third side of the change triangle is the by-product of the first two. Based on your vision, the scope, and the resources you have been given, the work will take a certain amount of time. You should get together your best and brightest as they say and given the scope of the work and your resources determine how long you think the work will take and then double it … that is how long it will really take. Remember, time is the by-product of the first two.

Once you embark on your change journey inevitable ‘changes’ will surface. You will find things out you didn’t know and you may be tempted to add to the scope or speed up the delivery of the changes – don’t do it. Let me correct myself, don’t do it without balancing the change triangle. It is pretty simple to understand and do but it’s difficult to gain support to make it happen.

You see when the boss comes along and says we have to finish the work in one year and not eighteen months and doesn’t allow you to match that change with a reduction in scope or an increase in resources then they just cocked the trigger of that gun pointed at you. It is that simple. That’s why 80% of all change efforts fail. They fail because of a lack of real leadership.

Real leadership doesn’t put the change project leaders in a position like this to fail in the first place. If they are placed in this position real project leaders will defend the change triangle at all costs and make sure that their ‘heroic’ leaders know what they are getting themselves in to in the first place.

Change leadership is simple to understand, difficult to deliver. First define the scope, based on the scope determine the necessary resources and the combination of the two will give you the timeline. Once you are approved and embark on the journey keep the three sides of the change triangle in balance. When the big dog comes and says speed up make sure you’ve laid the groundwork that they know to speed up requires a scope shrink or an increase in resources. It’s that simple or you fail.

Article Source: http://www.content.onlypunjab.com

Ed Kugler has been living change since the jungles of Vietnam where he was a Marine Sniper for two-years in the Vietnam War. He came home to a country he hadn't left and began work as a mechanic and truck driver. Since then he has worked his way into the executive suite of Frito Lay, Pepsi Cola and Compaq Computer where he was Vice President of Worldwide Logistics, a position he achieved with no college degree. Ed left in 1997 to consult and write. He is the author of Dead Center - A Marine Sniper's Two Year Odyssey in the Vietnam War and five other books and counting. He regularly consults with some o the nations leading companies on organizational change and coaches individuals to make the most of their lives. Ed is the father of three, grandfather to three and has been married to the same woman for 38 years and counting. www.nomorebs.com www.edkugler.com

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