The key difference of PMI Digital centers around the process that we design, but you control. We recommend four steps for successful change:(1) Identify the existing client capabilities. We put emphasis on assessing the combined project team to understand how power that can be leveraged.
(2) Create awareness early. Create awareness of the impending changes as early in the project as possible. While the vast majority of projects begin with a degree of uncertainty, clear and timely information of impending changes immediately will help advance overall adoption. Early notification enables users to prepare for pending changes.
(3) Create a transition plan. Up to 66% of project plans fall short of expected results, leading to the intentional return of legacy processes.
(4) Track user adoption. User adoption is critical, primarily for those at risk of redundancy, due to outsourcing in general and digital transformation changes in particular.
Change Management (CM) is a coordinated effort with client and contractor before, during, and after transitioning from A to B. The structure of ”as-is” (A) to “will-be” (B) is used to help achieve lasting change because:
(1) CM teaches people to learn and manage change;
(2) CM triggers forethought and helps plan and focus for future successful experiences;
(3) CM helps employees navigate the journey from “A” to “B” using consultant, client, and Change Agents (client-side early adopters)
(4) CM concentrates and reinforces the change by focusing on what “will be” (B).
The PMI Digital program is different from most other CM programs, concentrating more on the problem being fixed. Recent research suggests people accept change and adopt easier when concentrating on the end result and not past procedures or temporary issues.
