Change Management and Engineering Workshops

CM1:Overview of Change Management: What Every Manager Should Know sm

Who should attend:

  • All management and supervisory personnel
  • Technical professionals who have the responsibility to influence change

Objectives:

  1. To prepare managers and technical professionals to lead change effectively and efficiently in their organizations
  2. To provide assessment information that managers and technical professionals can use to build their competence in change leadership

Contents:

  1. The purpose of business change
  2. The Mechanics of Change
  3. What we do to change
  4. What Managers must do to cause change
  5. Managing change: on target, on time, and on budget
  6. Assessment: Do you have the skills and desire to lead change?

Holland & Davis Texts:

  • Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
  • Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

  • One to two days (plus lab if desired)

CM2: Change Management for Senior Managers and Steering Committees sm
Who should attend:

  • Executives and senior managers who have major change responsibilities in their organization
  • Change Steering Committees whose role is to govern organizational change initiatives

Objectives:

  1. To prepare senior management and steering committees to provide the leadership needed for organizational change 
  2. To teach the “roles and scripts” for change leadership by executive management
  3. To provide assessment information that senior managers can use to build their personal competence in change leadership

Contents:

  1. The purpose of business change
  2. The Mechanics of Change: how change works
  3. The role of senior leadership in organizational change
  4. Critical Success Factors for senior leadership
  5. Problems and Solutions: How senior management can help change go forward
  6. Assessment: Do you have the skills and desire to lead change?

Holland & Davis Texts:

  • Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
  • Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

  • One to two days (plus lab if desired)

CM3: Communicating Change: Planning for Successful Change Management sm

Who should attend:

  • Personnel who have a communication role or assignment in an organizational change
  • Managers who have large numbers of audiences to reach in a change

Objectives:

  1. To prepare managers to lead organization wide communication about changes
  2. To provide managers and change agents the essential tools for communicating change

Contents:

  1. The role of communication in the organization change process
  2. How communications works in general … and how it works in a change environment
  3. The communication plan: why you need one and how to build it
  4. Managing change communication programs
  5. The limitations of communication in organizational change: what must go along with communication
  6. Assessment: How well does your organization do in communicating change? How well do you do as a communicator of change? What competencies do you need to develop

Holland & Davis Texts:

  • Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E. Holland, WinHope Press.
  • Bullet Proof Communication by Michael Campbell

Duration:

  • One to three days

CM4: Using Change Management to Implement Organizational Strategy sm

Who should attend:

  • Managers who have the responsibility to change the business strategy in their organizations
  • Technical professionals who have responsibility for strategy development and assistance in implementation

Objectives:

  1. To prepare managers to lead comprehensive changes in their companies business strategies
  2. To provide assessment information that managers can use to build their competence in strategy change leadership

Contents:

  1. The purpose of competitive business strategy and why change is frequently needed
  2. The special mechanics required to change an organization’s strategy
  3. Domains that must be altered/changed for strategy to change
  4. How to lead strategy change from top to bottom and bottom to top
  5. Managing strategy change: on target, on time, and on budget
  6. Assessment: Do you have the skills and desire to lead a strategy change?

Holland & Davis Texts:

  •  Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
  • Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

  • Two to three days (plus labs if desired)

CM5: Using Change Management to Implement Work Processes sm

Who should attend:

  • Personnel who have a an assignment to improve and/or reengineer work processes
  • Technical professionals who provide analysis and staff support to process improvement initiatives

Objectives:

  1. To prepare managers to lead change of their company’s work processes
  2. To provide assessment information that managers can use to build their competence in reengineering and change leadership

Contents:

  1. The Process Mindset: what, how and why?
  2. The continuum of process improvements
  3. The Mechanics of Reengineering
  4. The need for change management to implement reengineering and process improvements
  5. The role of senior management in reengineering and process improvement
  6. Managing change: on target, on time, and on budget
  7. Assessment: Do you have the skills and desire to lead a major process improvement and the organization change that must come with it?

Holland & Davis Texts:

  • The Change Management Toolkit by Gary Skarke and Winford E Holland, WinHope Press.
  • Red Zone Management: Project Management for the Executive Suite by Winford E. Holland

Duration:

  • One to three days (plus reengineering jump start if desired)

CM6: Using Change Management to Implement IT Systems sm

Who should attend:

  • Personnel who have a responsibility to implement information technology systems to enable business improvements
  • Technical professionals from the IT side of the house who work with business units to implement IT systems

Objectives:

  1. To prepare business unit  and IT personnel for the major challenge of implementing big IT systems
  2. To convey the major tools of the business IT alignment needed for system implementation and business payoff
  3. To provide assessment information that managers can use to build their company’s competence system implementation

Contents:

  1. The need for “Business Improvements enabled by Information Technology”
  2. The Mechanics of Big System Implementation
  3. Organizational structure for system implementation
  4. Managing the two key projects: System Preparation and Business Unit Preparation
  5. Managing the multiple risks of big system implementation
  6. Assessment: Is your organization/project ready to manage system implementation risks?

Holland & Davis Texts:

  • Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
  • Idiots Guide to Project Management  by Michael Campbell

Duration:

  • One to three days (plus systems implementation lab or peer review of existing project if desired)

CM7: Using Change Management to Implement Behavioral/Culture Change sm

Who should attend:

  • Managers who are leading or who are a part of a “planned culture change”
  • Technical professionals who have the responsibility to assist the organization in culture change

Objectives:

  1. To prepare managers to lead change effectively and efficiently in their organizations
  2. To provide assessment information that managers can use to build their competence in change leadership

Contents:

  1. Organizational Culture: “the way we do things around here”
  2. The Mechanics of Culture Change
  3. The Performance Management System: the key to culture change
  4. The role of senior management in changing the organization’s culture
  5. Managing culture change: on target, on time, and on budget
  6. Assessment: Does your organization have what it needs to make culture change happen?

Holland & Davis Texts:

  • Red Zone Management: Project Management for the Executive Suite by Winford E. Holland
  • The Change Management Toolkit by Gary Skarke and Winford E Holland, WinHope Press.

Duration:

  • One to three days (plus one to two day culture change jump start if desired)

CM8: Preparation of Managers for Leadership in Change Management sm

Who should attend:

  • Personnel who have a communication role or assignment in an organizational change
  • Managers who have large numbers of audiences to reach in a change

Objectives:

  1. To prepare managers to lead change effectively and efficiently in their organizations
  2. To provide assessment information that managers can use to build their competence in change leadership

Contents:

  1. The purpose of business change
  2. The Mechanics of Change
  3. What we do to change
  4. What Managers must do to cause change
  5. Managing change: on target, on time, and on budget
  6. Assessment: Do you have the skills and desire to lead change?

Holland & Davis Texts:

  • Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
  • Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

  • One to three days   

CM9: Total Training for Change Management

Who should attend:

  • Personnel who have the responsibility for training in a change initiative
  • Technical professionals in training and organization development roles

Objectives:

  1. To prepare managers to lead change effectively and efficiently in their organizations
  2. To provide assessment information that managers can use to build their competence in change leadership

Contents:

  1. The training cycle: needs assessment through evaluation and certification
  2. T1 Training: system use training in applications involved in the change initiative
  3. T2 Training: work process training using new systems
  4. Training the trainer: who should train and who should not
  5. Managing training for big change efforts: on target, on time, and on budget
  6. Assessment: What are your strengths and weakness in developing, delivering and managing training.

Holland & Davis Texts:

  • Job-Focused Training by Jan and Dutch Holland
  • Change is the Rule: Practical Action for Change On Target, On Time, and On Budget by Winford E Holland, WinHope Press.
    • Engineering Organizational Change by Winford E. Holland, WinHope Press

Duration:

  • One to three days (plus one to two day training lab if desired)

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