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Chapter 1 Managing change
Q1 Figure 1.76 shows how bad an implementation can become. Action needs to be taken to prevent this kind of situation. What would you recommend should be done?
This model is about how badly wrong the development and implementation can become, but it applies equally to the imposition of change. The secret lies in preventing this situation from arising by • Making sure that everyone understands the reasons for the change • Has the opportunity to play a part in influencing the shape of the new situation or system • And doesn’t have to deal with so much change that there are no anchor points for those involved.
Q2 You are the project manager for a new management accounting system that will provide monthly profit and loss accounts to a chain of 30 computer dealerships, each of which is franchised to its local owner/manager. They have all done their own accounting before. What change issues would you expect to encounter? Does the fact that they are PC dealerships make any difference? Why might they have joined together in the chain?
Several change issues will arise; • the imperative to change? Why does the franchise owner want to impose this change – if indeed it is being imposed? • meeting the many and varied individual needs • the implementation process • the changeover process • post implementation support • the nature of the franchisee’s response and the resistance if any
In principle, the fact that they are PC dealerships should make little difference, but they will be well aware of the problems of changing over from one software system to another, and interfacing it to other existing systems.
The dealers probably joined the franchise network in the first place to share purchasing, advertising and marketing costs. They may pay the franchise owner according to their success, in which case the new system may have a big impact on them as it will declare financial
Q1 Figure 1.76 shows how bad an implementation can become. Action needs to be taken to prevent this kind of situation. What would you recommend should be done?
This model is about how badly wrong the development and implementation can become, but it applies equally to the imposition of change. The secret lies in preventing this situation from arising by • Making sure that everyone understands the reasons for the change • Has the opportunity to play a part in influencing the shape of the new situation or system • And doesn’t have to deal with so much change that there are no anchor points for those involved.
Q2 You are the project manager for a new management accounting system that will provide monthly profit and loss accounts to a chain of 30 computer dealerships, each of which is franchised to its local owner/manager. They have all done their own accounting before. What change issues would you expect to encounter? Does the fact that they are PC dealerships make any difference? Why might they have joined together in the chain?
Several change issues will arise; • the imperative to change? Why does the franchise owner want to impose this change – if indeed it is being imposed? • meeting the many and varied individual needs • the implementation process • the changeover process • post implementation support • the nature of the franchisee’s response and the resistance if any
In principle, the fact that they are PC dealerships should make little difference, but they will be well aware of the problems of changing over from one software system to another, and interfacing it to other existing systems.
The dealers probably joined the franchise network in the first place to share purchasing, advertising and marketing costs. They may pay the franchise owner according to their success, in which case the new system may have a big impact on them as it will declare financial