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This is a *different* book on change management. Using commonsense and practical advice tested in their work with hundreds of organizations, the authors walk the reader through clear guidelines and checklists to implement change that works.
Readers will develop a change management strategy
that starts by diagnosing the current culture and organization, then prepares for change carefully, addresses resistance to change, develops the change strategy, measures results, builds momentum for further change, and prevents deterioration and reversion.
The authors then apply their framework to two areas that are major targets for change management: implementing new technology and systems and implementing successful e-business strategies. Included throughout are real-world examples from a number of industries and government.
- Sales Rank: #1500591 in Books
- Brand: Brand: Routledge
- Published on: 2011-08-15
- Released on: 2003-11-26
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .76" w x 6.00" l, 1.20 pounds
- Binding: Paperback
- 336 pages
- Used Book in Good Condition
From the Back Cover
This is a different book on change management: Using commonsense and practical advice tested in their work with over 150 organizations, Lientz and Rea, authors of the best-selling Breakthrough Technology Project Management, walk the reader through concrete guidelines and clear checklists to implement change that really works. This book presents a comprehensive, proven approach that provides for substantial change through quick hits rather than radical disruptive change. It also takes the approach of including IT in the solution and change on a proactive basis. Lasting change cannot be sustained without modern IT systems and technology. Readers will develop a change management strategy that starts by diagnosing the current culture and organization, then prepares for change carefully, addresses resistance to change, develops the change strategy, measures results, builds momentum for further change, and prevents deterioration and reversion. The authors then apply their framework to two areas that are major targets for change management:
� implementing new technology and systems
� implementing successful e-business strategies
Included throughout are real-world examples from a number of industries and government.
Featuring a unique method that has been used successfully in more than 70 organizations in over 20 countries, this book is a must-read for managers working on change initiatives or new projects, IT workers, change consultants, as well as students in courses on change management, reengineering, and process improvement.
About the Authors
Bennet P. Lientz is a consultant, teacher, and researcher. He is Professor of Information Systems at the Anderson Graduate School of Management, University of California, Los Angeles (UCLA). Dr. Lientz was one of the project leaders involved in the development of ARPANET, the precursor of the Internet. He is the author of more than 20 books and 60 articles on information systems, planning, project management, and E-Business.
Kathryn P. Rea is president and founder of The Consulting Edge, Inc. She has managed more than 65 major technology-related projects internationally in government, energy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She has successfully directed multinational projects in China, North and South America, Southeast Asia, Europe, and Australia.
About the Author
Bennet Lientz has taught and consulted on project management for the past 28 years to more than 5000 people. He developed the concept of the management critical path, acted as project manager of the Internet, and turned around 10 failing projects. This Second Edition is Lientz' seventh book; he has also written more than 25 articles in various areas of project management.
Kathryn P. Rea is president and founder of The Consulting Edge, Inc., which was established in 1984. The firm specializes in E-Business, process improvement, project management, and financial consulting. Rea has managed more than 65 major technology-related projects internationally. She has advised on and carried out projects in government, engergy, banking and finance, distribution, trading, retailing, transportation, mining, manufacturing, and utilities. She is the author of eight books and more than 20 articles in various areas of information systems and analysis.
Excerpt. � Reprinted by permission. All rights reserved.
Using commonsense and practical advice tested in their work with hundreds of organizations, the authors walk the reader through clear guidelines and checklists to implement change that works.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Practical and Informative
By Meg Hagedon
I had to order this book for on my graduate courses. I have read many books on change management and this is definitely one of the better reads, particularly for IT change management. If your organization is struggling getting over the hurdle of change, Lientz leads you through diagnosing the issues and how to overcome them in order to achieve lasting success.
2 of 2 people found the following review helpful.
Best Management Book Ever
By R. Speizer
I have read a lot of management books over the years and this is by far the best. At $50+ it is worth every penny and more.
Far beyond just IT change management this book provides principles and methods for managing any project. It is very practical and thorough. It is not a RAH RAH book, but a great discussion of pitfalls and how to deal with them in a practical way. Page after page of really great methods on how to do things. It is more like a handbook than a text.
I could not recommend it more highly.
7 of 7 people found the following review helpful.
Solid path through a political minefield
By Mike Tarrani
Changing IT is akin to herding cats because as a whole there is a legacy mindset at one end of the spectrum, and lack of discipline at the other. This book provides a workable approach to changing the culture and effecting real change.
As in their other books the authors take a project-oriented approach to the goals and objectives. Where other books that attempt to address this subject are focused on solely human factors and considerations, this one does that, but gives a structured approach as well. The set milestones and wealth of associated checklists are what set this book apart from others, and are the means of systematically changing IT in an effective manner.
To be sure, human factors are taken into consideration - the authors show a keen understanding of, and give advice for dealing with, organizational dynamics, politics and resistance to change. This is an essential set of knowledge and skill factors without which change cannot be accomplished.
The keys to the approach given in this book, though, are in the chapters dealing with defining your goals and developing an overall strategy, then selecting the approach that is most suitable for your organization. The project-oriented aspects are covered in chapters dealing with characterizing "as-is" tasks, planning, and working towards the long-term objectives. The approach also includes a viable measurement strategy with which to ascertain results, and advice on how to build enthusiasm and support - instead of resistance - as the change initiative is being implemented. A key chapter is "Prevent Reversion and Fallback", which all too frequently happens in the real world. By recognizing this particular risk in change and addressing how to prevent it the authors provide sound advice to avoid a major pitfall.
Overall this is an excellent book by two authors who I hold in high regard. I also recommend reading "RoadMap: How to understand, diagnose, and fix your organization" (ISBN 0964163527) in conjunction with this book because it contains information that will help you select and develop an optimum overall strategy for an IT organization that is customer-focused and efficiently run.
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