Many of you will have encountered some of the following decisions being casually made by top management:
- The budget rules are changed (usely sharpened)
- (part of) department x is merged with department y
- Some activities and positions are made obsolete of outsourced
- The management structure is reorganized
- Employees have to report differently to their manage
What I find so odd is that project management is not used to manage these types of internal changes.
Project management is applied whenever an external client is involved but we can’t be bothered to adopt a structured approach when we re-organize our internal workings.
Changing your internal organization is like throwing a pebble in a pond. It has more implications than one person (i.e. the manager) can oversee at first sight, the ripples can go through the entire pond.
The accountability for the entire set of implications must lie with the manager taking the decision but why not assign a single project manager to:
- make an overall impact analysis on the entire organization
- take on the risks and challenges while executing the change
- follow up if the original goal has been achieved
- propose any needed fine tuning on the original decision
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