ePub Bare Bones Change Management: What you shouldn't not do download

by Bob Lewis

Author:

Bob Lewis

ISBN13:

978-0974935447

ISBN:

0974935441

Language:

English

Publisher:

IS Survivor Publishing (October 1, 2010)

Category:

Business

Subcategory:

Management & Leadership

ePub file:

1167 kb

Fb2 file:

1165 kb

Other formats:

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Rating:

4.4

Votes:

716

Bob Lewis Management and Leadership English

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Bare Bones Change Management book. Bob Lewis is his usual brilliant, concise self in help the reader grasp the basics of change management.

Bare Bones Change Management book. Michele rated it liked it Dec 18, 2015.

Bob Lewis's Bare Bones Change Management is a great follow-up to his previous book Bare Bones Project Management. It's clear, straightforward, and concise

Bob Lewis's Bare Bones Change Management is a great follow-up to his previous book Bare Bones Project Management. It's clear, straightforward, and concise. Topics covered include Stakeholder Analysis and plans for Metrics, Structure, Training, and Change Management. This item: Bare Bones Change Management: What you shouldn't not do. Set up a giveaway. Customers who viewed this item also viewed.

Bare Bones Change Management will help their projects be successful by providing the techniques project managers and other promoters of business change need to. .Bare Bones Project Management: What you can't not do. Bob Lewis.

Bare Bones Change Management will help their projects be successful by providing the techniques project managers and other promoters of business change need to make sure.

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Bare Bones Change Management . Organizations don't resist change because employees resist change. That's the least of your challenges. The question of why business change is so difficult and what you can do about it has been on my mind since long before I started writing Bare Bones Change Management: What you shouldn't not do (IS Survivor Publishing, 2010). Bob Lewis is president of IT Catalysts, a consultancy focused on IT organizational effectiveness, business/IT integration, and helping organizations become more adept at designed, planned change.

The project sponsor or a steering committee (Bare Bones PM). Two "best case" scenario people to make decisions for a project. Goals are the project's contribution to the planned business change. Bare Bones PM). SOW Deliverables. Sponsor and project manager (Bare Bones PM). Statement of Work (SOW) 5 parts. 1. Objective 2. Context 3. Goals 4. Deliverables 5. Scope (Bare Bones PM). SOW Objective. Should include the point of it all, timeframe, a quick statement of what it means to be done, and another of what it means to be successful. SOW Context.

Related items to consider "The subtitle of Barebones Project Management is "what you cant not do," and if youre managing a project, thats a perfect description. See all. About this item.

Related items to consider. Bare Bones Change Management: What you shouldn't not do, £2. Bare Bones Project Management: What you cant not do. £1. 4. The subtitle of Barebones Project Management is "what you cant not do," and if youre managing a project, thats a perfect description.

The subtitle of Barebones Project Management is "what you can't not do," it’s a perfect description. It is a must read for when you are gearing up a project for the first time. I learn a lot about the realities of managing projects in this book. It teaches how to manage stakeholders without fuss and avoid common pitfalls. The book has a frank and to-the-point approach to it. The book is written as a guide book full of practical tips.

The subtitle of Barebones Project Management is "what you can't not do," and if you're managing a project, that's a perfect description.

Bare Bones Change Management: What you shouldn't not do (BBCM) takes a radically different approach to business change. It's written for you -- the leader of change on the ground. It's your toolkit to anticipate, defuse, and deal with sources of resistance to whatever change you're responsible for leading. BBCM gives you all seven of the critical tools you need when planning a business change: * Stakeholder analysis. Why? Because if you can't anticipate how different stakeholders will react to the proposed change, you can't plan what to do about it. * Involvement plan. Why? Because employees are more likely to resist something you do to them than with them. * Metrics plan. Why? Because if you can't answer the question, "What does success look like?" nobody will be able to help you get there. Including you. * Structure plan. Why? Because the entire organization is designed to reinforce its pre-change way of operating. Unless you reconfigure it to support the new way of working, it will snap back. * Training plan. Why? Because employees had better be confident they can succeed in the new way of doing things, or they'll do everything they can to work the way that makes them feel competent. * Culture change plan. Why? Because the way employees expect each other to respond to different situations has anchored the whole organization in its current way of dealing with everything that happens. * Communications plan. Why? Because uncertainty is behind so much resistance to change. Employees have questions. They need answers, and they'll get them from someone. The two questions are, from whom (you) and how to construct the answers. (Curious? Hey, that's one of the many reasons you need this book.) BBCM was written by Bob Lewis, author of Bare Bones Project Management: What you can't not do. Same author.

Qusserel

The author says this isn't necessarily the best "how to plan and deliver a project" book ever written. I'm going to agree and disagree.

Fifty four pages is probably not enough to get you Project Management Institute certification. There are techniques that a good project manager needs to know that are outside the scope of the book. I would like to know a lot more about project management before I took on something like delivering the next generation airliner. If you have to deal with the government, this book is not going to tell you how.

This book is for the rest of us. The guys who get asked for a system to do X. The ones who get told to cut 25% out of our operating budget by consolidating servers.

There are certain things that will absolutely guarantee project failure. I was part of a project that had them all. It was a failed datacenter consolidation for a major company. A VP was brought in from outside the company and told to consolidate the mainframe operations of all the business units, which operated as autonomous companies in different markets. He was given a budget, and a few managers from each business unit. The rest of the people were told to keep working on their regular jobs, but work on this project too. At the end, half of us were going to lose our jobs, but the corporation was going to save millions.

A year later, the VP was fired. The budget was exhausted. The managers were back at their regular jobs. The rest of us had a lot of frequent flyer miles, and we had rented a building. The folks who were going to lose their jobs were still working at them. Eventually, the mainframes were outsourced and some of the savings were achieved.

By page nine you will know why this project could never have worked as it was running. By page 22, you'll have a good idea of how it could have been made to work. By the end of the book - you won't be an expert on Project Management (I now work for a company that has very good ones), but you'll know what's needed to make a project work.

If you are involved in a project, or if one is happening that affects you, read the book. It could have saved us millions, and a year.

Dagdalas

I thought Bare Bones Project Management was a superb book by Bob Lewis. My company used the book to create our Project Management "Lite" process which even novices have been able to grasp. The only thing that was missing was dealing with business change. And now Bob has published a book on Change Management -- a perfect follow-up.

Bob is a talented author and speaker. I like his approach and can tell that he actively meets with clients and understands the real issues in business. In Change Management he not only talks about the process of change management; he also helps you understand the human side of working with people as you create business change.

Great book and interesting read on an important topic for anyone trying to enact change in their organization.

Golden Lama

Change is difficult. The only change most of us welcome is what we find in the sofa cushions or a vending machine. It's tough to break patterns and long-standing habits. Usually, the means for effecting change remain cloudy, even though the desired end results are clear. Rarely is there a sense of urgency to make change a reality. On top of all this, change can be dangerous to its advocates, often jeopardizing careers ... or even lives!

These conditions make it imperative to have great tools and insights in order to make the most of change situations. In that regard, Bob has done it again! His experience and ability to synthesize the best information from decades of experience has produced a great resource for veterans and novices alike. The book creates a practical and effective approach to change that untangles the key factors that make all the difference between success and failure. It supports that approach with numerous tools that ensure the critical steps are covered in any transformation effort. Bob takes a perfect scope - thorough enough to be complete, but not so comprehensive as to be smothering.

Bob takes a comprehensive overview of change. Normally, that would be an oxymoron, but in this case the book outlines process without entangling the reader in meaningless details. It covers all of the important factors to be addressed in any change effort without inundating the reader with trivial concerns. As a result, the book is a great how-to guide for novices facing their first change assignment; as well as a terrific reference book for the change expert.

Bare Bones Change Management holds a prominent place on my personal bookshelf as a reservoir of examples, processes, and worksheets that I can use in my change work. Often, just a few minutes' review of a chapter or two will stimulate new ideas and provide the frameworks that ensure that all the bases are covered.

Bob should have written this book 20 years ago! He would have saved me plenty of pain and aggravation. The book truly covers all the bases on making change happen in an organization. From that knowledge, he put together a practical action guide and provided the worksheets and ideas necessary to succeed. It will be a crucial part of any change agent's library.

It's so easy

Lewis can write better than 95% of the business writers out there, which makes this book a lot easier to read than others. He also has a good sense of humor that translates well to the printed word (and there he's better than 99% of all business writers). The strength of this work can also be the impediment. There's a lot of information here and Lewis has gone to great lengths to make the material comprehensive, thorough, and actionable. However, at the end of the day, this is a comprehensive plan for changing the entire way an enterprise works. That's a lot of pieces to put together so this is no quick read but will require some extra attention on all levels.

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