Change Management, Escalations, Internal conflicts

February 29, 2008 | Author: PM Hut | Filed under: Change Management, Conflict Management

Change Management, Escalations, Internal conflicts
By Elaine Leong

When a project is getting bigger with lots of parties involved, it makes existing steering board difficult in decision-making efforts as to whom is/are the rightful stakeholders that hold major influences in this area and impact the project’s outcomes. This usually results internal conflicts among organisations.

Change management is one point that senior management has to keep communications opens to all organisation levels, including middle management. The project I’m currently involved in lacks open communications on new processes and procedures to all departments on the right ways of doing things. Hence, people have different expectations on the project teams to get things done and at the same time, over-commit the promises and raise unexpected ‘high’ expectations from the Customer on the service provider.

Basically, no one likes to have new changes to the daily operations whereby existing working models have been long established and stable for the last few years. And when there are needed changes, effective communication has to be established and work out a working model for ongoing projects with minimum impacts. To go along with that, resources, business strategies, processes have to be clear to everyone involved in the project.

A living example: the project I’m working on has been escalated to higher management due to misunderstanding of the proposed solution provided in Phase B for Vendor B implementation. Everyone is denying or not admitting their mistakes in the business requirements document that was signed-off by the Account Manager who then said he wasn’t aware of the proposed solution for this phase. Maybe some initial IT/business discussions were over-looked, not being communicated or agreed with the Customer during the feasibility study.

The biggest issue at the moment is that the Customer disagreed that he had come to the point of accepting the proposed solution for Vendor B as specified in the business requirement document signed by the Account Manager. I now doubt whether the Account manager has communicated/discussed any information from the business requirement document with the Customer prior to the latter’s signature on the document.

Elaine Leong has 9.5 years of extensive working experiences in planning, development and implementation of Info-Communication solutions that facilitated the internal/external Customers’ business growth and benefits. Elaine leads cross-functional/offsourcing teams of 8 - 15 people of dynamic, diverse technical backgrounds. She Controls projects’ budgets and manages change requests within projects’ scopes. Elaine Communicates well with different business units/IT teams and “eye for details” on requirement gatherings, defining use cases, carrying out system testings. Adapts analytical, problem-solving and negotiation skills to get things done on time. Elaines’ Professional blog can be found at: http://aquarelles.wordpress.com.

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