Practical Guidance in Achieving Successful Change Management in Information System Environments

2019 ◽  
pp. 41-66
Author(s):  
Jeffrey S. Zanzig ◽  
Guillermo A. Francia III ◽  
Xavier P. Francia
Keyword(s):  
Information System ◽  
Change Management ◽  
Management Practices ◽  
Internal Auditors ◽  
System Environment ◽  
Security Issues ◽  
Constant State ◽  
Practical Guidance ◽  
Managing System ◽  
Successful Change

Situations such as improvements in business transaction processing and various security issues keep today's information systems in a constant state of change. Serious disruption of company operations can occur when changes are improperly planned and/or carried out. In addition to technological issues, an equally important consideration is in regard to how information system changes will affect organizational personnel. The Institute of Internal Auditors has identified seven steps that can be used to effectively implement change in an information system environment. This along with a discussion of significant issues in managing system patches provides an appropriate background to consider a model for evaluating the maturity of an organization's change management process in an information system environment. The highly respected COBIT guidance from the ISACA is included throughout much of the discussion to provide support for many of the suggested change management practices.

Internal Control Considerations for Information System Changes and Patches

2014 ◽  
pp. 161-179 ◽  
Author(s):  
Jeffrey S. Zanzig ◽  
Guillermo A. Francia III ◽  
Xavier P. Francia
Keyword(s):  
Information System ◽  
Information Systems ◽  
Internal Control ◽  
Security Requirements ◽  
Information Technology Professionals ◽  
Organization Management ◽  
Internal Auditors ◽  
Security Issues ◽  
System Changes ◽  
Current Change

The dependence of businesses on properly functioning information systems to allow organizational personnel and outside investors to make important decisions has never been more pronounced. Information systems are constantly evolving due to operational and security requirements. These changes to information systems involve a risk that they could occur in a way that results in improper processing of information and/or security issues. The purpose of this chapter is to consider related guidance provided in a Global Technology Audit Guide (GTAG) from The Institute of Internal Auditors in conjunction with current change and patch management literature in order to assist internal auditors and organizational personnel in better understanding a process that leads to efficient and effective information system changes. The authors describe how internal auditors and information technology professionals can work together with organization management to form a mature approach in addressing both major information system changes and patches.

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.

scholarly journals Change management practices for adopting new technologies in the design and construction industry

2020 ◽  
Vol 25 ◽  
pp. 325-341
Author(s):  
Omar Maali ◽  
Brian Lines ◽  
Jake Smithwick ◽  
Kristen Hurtado ◽  
Kenneth Sullivan
Keyword(s):  
Change Management ◽  
Online Survey ◽  
Management Practices ◽  
Survey Methodology ◽  
New Technologies ◽  
Rank Order ◽  
The United States ◽  
Specific Change ◽  
Successful Change ◽  
Aec Industry

The architecture, engineering, and construction (AEC) industry has often been accused of being slow to adopt change. Yet the breadth of available technology solutions in the modern AEC industry continues to grow. Companies therefore must be adept at organizational change management; otherwise, the full benefits of technology solutions may never be realized when a company fails to achieve successful change adoption. The objective of this study was to identify the relationships between specific change management practices and organizational adoption of new technology solutions. An industry-wide approach was taken, wherein an online survey methodology was used to collect 167 cases of organization-wide change from AEC firms across the United States and Canada. The method of analysis included a correlation analysis between change management practices and change adoption. Reliability testing and principal components analysis were used to extract a single construct measure of change adoption. Rank-based nonparametric testing investigated if there are statistically significant differences between different groups of participants and technologies. Results include a rank-order of specific change management practices most associated with successful technology adoption. Change-agent effectiveness, measured benchmarks, realistic timeframe, and communicated benefits are the four change management practices that had the strongest association strength with successful change adoption. The discussion addresses how these leading change management practices compare with previous literature. Also, it was found that organization type and job position were correlated with the levels of change-adoption success compared to other listed factors. This study contributes an industry-wide view of change management practices within the context of technology-based change adoption and may assist practitioners to better manage technology adoptions in their organizations.

Assurance for Change Management With COBIT 2019 and CMMC Maturity Frameworks

2022 ◽  
pp. 163-196
Author(s):  
Jeffrey S. Zanzig ◽  
Guillermo A. Francia, III
Keyword(s):  
Change Management ◽  
Personal Development ◽  
Internal Audit ◽  
Maturity Model ◽  
Internal Auditors ◽  
Industrial Base ◽  
Capability Maturity ◽  
Technology Changes ◽  
Constant State ◽  
Levels Of Service

As technology plays an ever-increasing role in carrying out structured tasks in today's society, people are given more time to focus their attention on higher levels of service and personal development. However, technology is in a constant state of change and assurance services are needed to help ensure that technology changes are accomplished properly. The Institute of Internal Auditors has identified 10 steps that can be used to effectively implement changes in technology. This process and its accompanying internal controls can be assessed through an internal audit function that considers issues of both functionality and security. In addition, continuous improvement of the change management process for technology can be evaluated though capability/maturity models to see if organizations are achieving higher levels of accomplishment over time. Such models include the COBIT 2019-supported capability maturity model integration (CMMI) model and the cybersecurity maturity model certification (CMMC) framework used by defense industrial base organizations.

scholarly journals Examining change management theories through case studies

2021 ◽  
Vol 9 (02) ◽  
pp. 2098-2112
Author(s):  
Dr. Prabir Kumar Bandyopadhyay ◽  
Sankar Ghosh
Keyword(s):  
Change Management ◽  
Success Factors ◽  
Management Practices ◽  
Cognitive Biases ◽  
Theoretical Perspective ◽  
Good Management ◽  
Time Period ◽  
New Finding ◽  
One Step ◽  
Successful Change

The objective of the present paper is to examine the already established change management success factors and respective theories, in the light of personal experience in five organizations as a change agent. And examine whether these theories are sufficient to explain the success and failure of change management in Indian organisations. We took the constructivists approach while studying the change management phenomenon. Hence, we relied on a qualitative method.  As there is no single truth, the reality needs to be interpreted and the truth discovered based on the collective experiences of the researchers. Therefore, the theoretical perspective of our research is interpretivism. We have used narrative inquiry based on memory as we have first-hand knowledge over a period in each of the five cases and in some cases; we both have experience in a different time period. This approach is appropriate in this case of knowledge of change management, which is unquantifiable and where it is not easy to transfer the experience. Our findings mostly support the existing theories and steps in change management. Out of the ten steps one step is ““Form partnership with stakeholders for guiding coalition” is not supported. Existence of good management practices are a perquisite for a successful change. Institutionalize change is an important step. As there is a gap between observation and articulation of this paper there are chances of missing important observations that could have considered for drawing more insightful conclusion. The study is based on individual’s observation therefore it may have cognitive biases. The case study narratives will give an insight to a practitioner how different organisations management change management process. The findings presented will also be helpful to a practitioner. The strongest new finding is the need to have the good management practices in place before going ahead with change.

A Consensus of Thought in Applying Change Management to Information System Environments

2015 ◽  
Vol 6 (4) ◽  
pp. 24-41 ◽  
Author(s):  
Jeffrey S. Zanzig ◽  
Guillermo A. Francia III ◽  
Xavier P. Francia
Keyword(s):  
Information System ◽  
Change Management ◽  
Efficient Manner ◽  
Vast Array ◽  
Internal Auditors ◽  
Software Application ◽  
Strategic Issues ◽  
Future State ◽  
Management Literature ◽  
Current Change

Failure to keep pace with rapid developments in information technology can subject an organization to inefficiencies in obtaining reliable information that is imperative in making important decisions. The concept of change management attempts to move organizations in an efficient manner toward a desirable future state. In the realm of information processing, there is a continuing development of thought as to an appropriate framework to cover a vast array of issues from patching a specific software application to changing an overall system to better meet the strategic issues of an organization's environment. This article considers related guidance provided in a Global Technology Audit Guide (GTAG) from The Institute of Internal Auditors, COBIT from the ISACA, and current change and patch management literature in order to demonstrate that there is a common stream of thought in the evolution of a framework for applying change management to information systems.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

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