Change Management for Successful Implementation

1995 ◽  
pp. 149-161
Author(s):  
Nancy M. Lorenzi ◽  
Robert T. Riley
Keyword(s):  
Change Management ◽  
Successful Implementation

scholarly journals Accounting Reforms in Municipalities: The Case of Bangalore City Corporation

2006 ◽  
Vol 31 (3) ◽  
pp. 57-80 ◽  
Author(s):  
G Ramesh ◽  
R S Murali
Keyword(s):  
Control System ◽  
Change Management ◽  
Reporting System ◽  
Accounting Standards ◽  
Management Control ◽  
Successful Implementation ◽  
Accounting System ◽  
Balance Sheets ◽  
Comprehensive Management ◽  
New System

The fund-based accounting system that was implemented in Bangalore Mahanagara Palike (BMP) is widely acclaimed for its comprehensiveness and effectiveness. The revenue and expenditure statements and balance sheets have been published under the new system for the last three years on a timely basis. The system has been running smoothly for a few years and is on steady stream and it can be taken as a case of successful implementation of accounting reform. It is an appropriate case to highlight the synergistic effect of synchronizing organizational change, reengineering of processes, modernization of accounting system, and automation of accounts. It is quite difficult in this process to single out the factors that contributed maximum to the effectiveness of the Modern Accounting System (MAS) as implemented in BMP. It is equally difficult to attribute everything to the new accounting system. It can also be seen as a case of change management in the accounting system domain. The case of the BMP illustrates the changes that were brought about in the accounting system. The new accounting system — MAS — adopts the best of fund-based accounting system, accrual system, and reporting system. Its contrast with cash accounting system, its advancement over the old system, and compliance with national accounting standards are also discussed. The organizational and change contexts are presented to help understand the drivers of change. The salient features of the accounting system implemented in BMP are: compatibility with accounting standards granularity dovetailing accounting system to organizational reengineering comprehensive management information reporting system. The implementation is analysed as a case of change management process of implementing of accounting reforms in municipal organizations. MAS is analysed through the framework of management control system which helps to integrate various dimensions of institutional factors that go with accounting reform. MAS is also analysed for its contribution towards accounting information for strategic control, management control, and operational control. It was observed that even though the system has features for decision making and control, it is primarily used for operations and compliance. The focus is still more on transactional level than control or decision level. The case raises interesting issues about the following: the purpose of the accounting reform sustenance of the old system demand for the new system areas where accounting reforms took off areas where reforms did not happen incentives to maintain status quo and incentives to change which are discussed through the control system framework. One area where we can find the reasons are the triggers for change. The change drivers are discussed in terms of changes in the financing pattern, exposure to market borrowings and ratings, introduction of user charges, and passing of Transparency Act. Ultimately, it is suggested that the change drivers, though helpful, in ushering in the changes, can slow down the pace if the signals are weak. Weak signals could result in reinforcing the existing agency relationships.

scholarly journals Successful implementation of a Fracture Liaison Service through effective change management: a qualitative study

2020 ◽  
Vol 15 (1) ◽  
Author(s):  
Lisa A. Wozniak ◽  
Lauren A. Beaupre ◽  
Angela Juby ◽  
Paul Kivi ◽  
Sumit R. Majumdar ◽  
...  
Keyword(s):  
Qualitative Study ◽  
Change Management ◽  
Fracture Liaison Service ◽  
Successful Implementation ◽  
Effective Change ◽  
Fracture Liaison

scholarly journals Guideline Implementation in Standardized Office Workflows and Exam Types

2019 ◽  
Vol 10 ◽  
pp. 215013271983689
Author(s):  
Amy Dawson ◽  
Brian Henriksen ◽  
Penny Cortvriend
Keyword(s):  
Chronic Disease ◽  
Chronic Illness ◽  
Family Medicine ◽  
Disease Management ◽  
Qualitative Study ◽  
Change Management ◽  
Chronic Disease Management ◽  
Medical Society ◽  
Successful Implementation ◽  
Card Sort

Background: Clinical practice guidelines (CPGs) in medicine are recommendations supported by systematic review of evidence to facilitate optimal patient outcomes. Primary care practices are expected to implement more than 200 CPGs, overwhelming many practices. This qualitative study elucidated the perspectives and priorities of family medicine physicians and office managers in grouping CPGs to facilitate implementation. Methods: A qualitative study was performed using individual, semistructured interviews. During the interviews the participants completed an open card-sort exercise grouping 20 CPGs. Purposive sampling was used to identify family medicine physicians and office managers practicing in medically underserved zip codes listed in the local medical society directory. Seven physicians and 6 office managers were interviewed. The interviews were transcribed and analyzed using thematic analysis and compared with the card-sort results. Results: Thematic content analysis identified priorities and perspectives of office managers and physicians when grouping multiple CPGs for implementation: delegation, personalization, triggers, and change management. The card sort exercise revealed grouping by standardized preventive care visit, standardized rooming and discharge processes, and chronic illness. Chronic illness-based groupings and personalization of guidelines were recognized as presenting barriers to delegation of CPGs to the care team. Development of standardized preventive exams, standard rooming and discharge processes and chronic disease management were identified as promoting CPG adherence through team-based care. Standardized workflows provided opportunities for task delegation through predicable roles. Medicalization of CPG implementation relied heavily on the physician alone to remember to adhere to CPGs and inhibited task sharing by not giving office staff clear disease-based protocols to follow. Conclusions: This study identified priorities and perspectives of office managers and physicians when grouping multiple CPGs for concomitant implementation: delegation, personalization, triggers, and change management. Successful implementation was perceived to be associated with standardized preventive exams, standard rooming and discharge processes, and chronic disease management.

Process tracing change management: the reform of the Italian judiciary

2018 ◽  
Vol 31 (5) ◽  
pp. 566-582 ◽  
Author(s):  
Simone Busetti ◽  
Giancarlo Vecchi
Keyword(s):  
Change Management ◽  
Qualitative Method ◽  
Good Practice ◽  
Process Tracing ◽  
Successful Implementation ◽  
Programme Implementation ◽  
Local Conditions ◽  
National Programme ◽  
Content Type ◽  
Managerial Knowledge

Purpose In 2009, the Italian Government initiated a national programme to improve the management of judicial offices. Programme implementation has been patchy and unsatisfactory in all but a few cases. Against this background, the Law Court of Milan has achieved exceptional results and is now recognised as a good practice benchmark for Italy. The purpose of this paper is to investigate this case in order to reconstruct the local conditions for successful implementation of the national programme. Design/methodology/approach To test a theory of the programme based on leaders’ engagement, their access to managerial knowledge, and the transfer and consolidation of that knowledge, the present study applies process tracing, a qualitative method that uses Bayesian reasoning to improve the accuracy of within-case inferences. Findings The analysis shows how programme and context features interacted to support change. In particular, while the national programme succeeded in providing resources for leader engagement and knowledge access, the transfer and consolidation of managerial knowledge depended largely on a brokerage function performed locally between consultants and magistrates. Originality/value The paper sheds light on the local conditions for change management and does so by employing an innovative qualitative method that improves the reliability of within-case inferences.

scholarly journals ANALISIS KEBERHASILAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING

2017 ◽  
Vol 1 (01) ◽  
pp. 67
Author(s):  
Rika A Susanti ◽  
Dini Wahjoe Hapsari
Keyword(s):  
Change Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
Management Training ◽  
Process Reengineering ◽  
Successful Implementation ◽  
Management Support ◽  
Training And Education ◽  
Top Management Support ◽  
Platform Development

This study was designed to analyze the effect of top management support, business process reengineering, effective project management, change management, training and education to the successful implementation of ERP in PT. Telekomunikasi Indonesia Tbk Japati, Bandung. This research method using regression analysis with a survey technique in which the population of this study is on the Enterprise & Analytic Platform Development. Research hypothesis testing is done using the F test and t test and descriptive analysis. The data were obtained using a questionnaire research instruments that contain a list of statements to measure the respondents to the study variables. The results from this research indicate that simultaneously successful implementation of ERP influenced by critical success factor with a value of r-square 79% and partially variable top management support, business process reengineering, effectiveness project management not associated with successful implementation of ERP and variable change management, training and education are significantly associated with successful implementation of ERP. Based on the research results, to improve the success of ERP implementation, Enterprise & Analytic Platform Development at Telkom should conduct change management and improving training and education to employees to enhance the ability of employees to use the ERP system

Change Management Practices and Performance of the National Police Service in Uasin Gishu County, Kenya

2020 ◽  
Vol 4 (1) ◽  
pp. 1-21
Author(s):  
Anne Muchemi ◽  
Elias Njoroge Wakonyo
Keyword(s):  
Change Management ◽  
Management Practices ◽  
Effective Communication ◽  
Reform Process ◽  
Successful Implementation ◽  
Significant Positive Effect ◽  
Police Service ◽  
Successful Change ◽  
National Police ◽  
Positive Effect

In order for implementation of change to be executed successfully in any organization, the human capital should, as a matter of necessity, accept and support the change. Change management practices support behavioral and organizational adjustments thus ensuring that change is accommodated and sustained in the organization. The National Police Service (NPS) faces a myriad of challenges today, pushing the Government to embark on a comprehensive transformational programme within the service with the aim of enhancing performance. With these security sector reforms in progress, successful implementation of change is necessary in order for the objectives of the change to be attained.  Crime rate, public safety and efficient utilization of available police resources remain a major concern in the country, pointing out to the fact that the intended level of police performance is yet to be realized. This study purposed to investigate how the practices used to manage change can impact the delivery of services of the National Police Service in the County of Uasin Gishu. It used the descriptive and explanatory research design. Targeted population was 1,055 junior National Police officers in Uasin Gishu County. The sample comprised of 158 respondents. Structured questionnaires were employed as the main tool of data collection.  Descriptive and inferential statistics were used to analyze the data collected. The findings indicate that employee involvement has a significant positive effect on performance of the National Police Service in Uasin Gishu, effective communication has a significant positive effect on performance of the National Police Service in Uasin Gishu and senior management support has a significant positive effect on performance of the National Police Service in Uasin Gishu County. The findings support the chaos theory theoretical foundation that a small change in organizational practices has the ability to result to huge changes in future outcomes. The recommendations are that the National Police service should involve employees in all stages of the reform process in order for successful change management implementation to be realized and improve performance. To ensure successful change implementation in the National Police Service, employees should be given enough time to share their ideas about change and there should also be effective communication on the objectives of the change. The management of the National Police Service should commit to the change process by leading the process and striving to help employees understand how the changes will affect them personally in order to minimize their anxiety and reduce resistance.

CHANGE MANAGEMENT IN ECONOMIC SYSTEMS OF VARIOUS LEVELS

2020 ◽  
Vol 10 (9) ◽  
pp. 1991-2002
Author(s):  
I.L. Avdeeva ◽  
Keyword(s):  
Change Management ◽  
Business Processes ◽  
Organizational Transformation ◽  
Global Market ◽  
Economic Systems ◽  
Successful Implementation ◽  
Specific Situation ◽  
Management Process ◽  
Scientific Publications ◽  
Integrated Education

Successful change management in economic systems of various levels presupposes the adoption and implementation of management decisions, which makes a sufficient condition for obtaining the desired result and achieving goals, taking into account the resources at the disposal of integrated education. The change management process involves not only efficiency, but also the efficiency of resource use. The purpose of the study is to identify approaches and methodological tools for managing changes in integrated entities in the face of fierce competition in the global market. Since, in order to improve the efficiency of functioning, integrated entities must purposefully and regularly carry out changes in both business processes and the organization of their implementation. The article uses such methods as: content analysis of scientific publications; a critical analysis of the available approaches to the definition and study of the problems under study; comparative analysis and synthesis. The methodological basis of the study was the works of foreign and Russian authors devoted to the concept of change management in economic systems of various levels. It has been substantiated that the development of integrated formations is due to many factors. This is influenced by changes in market trends, increased competition, improved forms of ownership, functions and management methods. In the course of the study, modern models of change management were analyzed, and the list of tools given in the article is certainly not exhaustive, but the work presents the most common approaches and models today. It should also be noted that there are no universal tools, and the effectiveness of their use directly depends on how the applied method corresponds to a specific situation and the characteristics of the organization. It has been determined that integrated entities planning organizational transformation, first of all, need to focus on economic trends and challenges posed by both the global market and modern realities. It was revealed that the top management of integrated education lacks the appropriate competencies and skills that could contribute to the successful implementation of innovations and changes. As a response to the described challenges, it is necessary to develop a toolkit that would represent a comprehensive solution for the development of flexible skills among company managers, which, firstly, would meet scientific forecasts and together would form a unique model of competencies, and secondly, would contribute to improving the efficiency of the change management process in organizations.

Home Before Hospital: A Whole of System Re-Design Project to Improve Rates of Home–Based Dialysis Therapy: Experience and Outcomes Over 8 Years

2021 ◽  
Author(s):  
Omar Tombocon ◽  
Peter Tregaskis ◽  
Catherine Reid ◽  
Daniella Chiappetta ◽  
Kethly Fallon ◽  
...  
Keyword(s):  
Decision Making ◽  
Peritoneal Dialysis ◽  
Change Management ◽  
Working Group ◽  
Multidisciplinary Care ◽  
Cost Effective ◽  
Successful Implementation ◽  
Dialysis Therapy ◽  
Outreach Service ◽  
Home Based

Abstract Background Despite evidence that clinical outcomes for patients treated with peritoneal dialysis or home haemodialysis are better than for patients treated with conventional satellite or hospital-based haemodialysis, rates of home-based dialysis therapies world-wide remain low. Home-based dialysis care is also cost effective and indeed the favoured dialysis option for many patients. Methods Using a lean-thinking framework and established change management methodology, a project embracing a system-wide approach at making a change where a Home before Hospital philosophy underpinned all approaches to dialysis care was undertaken. Three multidisciplinary working groups (Pathway, Outreach and Hybrid) were established for re-design and implementation. The primary aim was to improve home-based dialysis therapy prevalence rates from a baseline of 14.8% % by ≥2.5 %/year to meet a target of 35%, whilst not only maintaining but improving the quality of care provided to patients requiring maintenance dialysis. A future state pathway was developed after review of the current state (Pathway Working Group) and formed the basis on which a nurse-led Outreach service (Outreach Working Group) was established. With the support of the multidisciplinary team, the Outreach Service model focussed on early, consistent, and frequent education, patient support in decision making, and clinician engagement. Results A target prevalence of >30 % for home-based therapies (mainly achieved with peritoneal dialysis) was achieved within 2 years. This prevalence rate reached 35% within 3 years and was maintained at 8 years. In addition, selected patients already on maintenance satellite-based haemodialysis (Hybrid Working Group) were educated to achieve high levels of proficiencies in self-care. Conclusion Having the system-wide approach to a Quality Improvement Process and using established principles and change management processes, the successful implementation of a new sustainable model of care focused on home-based dialysis therapy was achieved. A key feature of the model (through Outreach) was early nurse-led education and support of patients in decision making and ongoing support through multidisciplinary care.

Change Management for Successful Implementation

2004 ◽  
pp. 99-109
Author(s):  
Nancy M. Lorenzi ◽  
Robert T. Riley
Keyword(s):  
Change Management ◽  
Successful Implementation

CRITICAL SUCCESS FACTORS OF CHANGE MANAGEMENT IN SOFTWARE PROJECTS

2021 ◽  
pp. 185-197
Author(s):  
Henning Lübbecke
Keyword(s):  
Change Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Software Systems ◽  
Successful Implementation ◽  
Software Projects ◽  
Environment Change ◽  
Critical Success ◽  
Change Projects

Markets, technologies, and the business environment change in shorter cycles, and organizations need to transform. Often transformations in organizations include new software systems. ITIL defines change as the process of moving from one defined state to another. The introduction of software systems within change projects fail in a large number of cases. What are the success factors for a thriving change project? A systematic literature review leads to 22 critical success factors of change management. Sixty-one articles were read. Ten of them are relevant for this contribution. Twenty-two critical success factors for change management have been described. Analysis of critical success factors for change management is a crucial part of successful implementation of software systems in organizations since such factors are relevant for successful changes.

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