1. IS 788 1.11 IS 788 [Process] Change Management  Organizational change:  Altering the way in which people work and interact in a business environment to produce goods and services

2. IS 788 1.12 Organizational Change  Hard or easy?  Why? Resistance Fear Misunderstanding (communication) Disagreement (I understand but it won’t work) Genuine dislike for changed roles Power shifts (IT as a power play)

3. IS 788 1.13 Organizational Change  Examples from your work experience, both successful and unsuccessful

4. IS 788 1.14 Process change  In this class we are primarily interested in process change and what is required to make it effective  Process vs. function What’s the difference?  In most current discussions process is a broader term, encompassing all activities required to produce a complete end result

5. IS 788 1.15 Process vs. function  Activity: typically an atomic (indivisible at the level of analysis) action resulting in an observable change in a business artifact  Examples: Entering timesheets into a system Installing a software package Bolting an engine into an automobile frame

6. IS 788 1.16 Process vs. function  Functions are activity sets grouped by similarity (of knowledge needed or tools used): accounting functions, maintenance functions, etc.  Processes are activity sets that produce a business output grouped independently of function: order fulfillment, manufacturing  Changing an organization from a functional to a process orientation is notoriously difficult (lecture 3)

7. IS 788 1.17 Process vs. function  However – in this class and in practice, many useful processes take place within functional environments. That is, a process need not span functional boundaries (although those with the most potential value to the organization usually do.)

8. IS 788 1.18 Process improvement  Why change a process? Efficiency (less expensive product) Effectiveness (better product) Political motives (power plays, new ownership)  Types of (approaches to) process change Radical (BPR) Incremental (TQM, Six Sigma)

9. IS 788 1.19 Process improvement  What steps must be taken to effectively change a process?  Define goals for the new process  Model the existing (AS-IS) process  Model the changed process (TO-BE)  Gather data on the existing process and simulate the TO-BE  Define and implement a thorough change management plan

10. IS 788 1.110 Course topics  Process goals: should be in alignment with organizational strategies, goals and existing architecture (week 3)  Process modeling: in 788 modeling has a business rather than an IT focus (multiple tools and methodologies – multiple weeks)  Change management: anticipating who will be effected, how will they be effected and how can the effects be constructively handled - a course in itself! (last 3 wks)

11. IS 788 1.111 For next class  Failed Project: read, writeup and presentation (from process change perspective)  Harmon (the textbook – introduction and Chapter 1)  Commoditization of process (Davenport): read and be prepared to discuss  From your work experience, processes that have been changed, or could be improved  Choose your project groups

12. IS 788 1.112 Eye need help!  Read the micro-case preparatory to an in-class discussion on improving the process  Why should it be changed?  How could it be changed?  Who would benefit?  Where might resistance occur?  How did the process get this way?