There are a large number of formal structures that can track and identify whether a change project is progressing well or not so well in some cases.
But some of these processes can be very bureaucratic, focused on detailed data and do not often focus on the big picture
Therefore, sometimes it is better to stand back and trust your gut instinct on whether a change is going well or not.
Several simple quick questions could provide a steer on this.
- How supportive and knowledgeable are senior management?
- How well are the Change Manager and the Sponsor working together?
- Are the correct number of issues being raised for the size of the change?
- Does the change ‘feel’ like is progressing well?
- How well are change issues and problems being managed?
- Are Change Team members working constantly long hours?
- Is the governance structure in place still fit for purpose now the change is up and running?
- Are key decisions being made as and when they are needed?
- How well is the resistance being identified and managed during the change?
- How much re-planning is taking place during implementation?
- How effective is the stakeholder communication strategy?
- Are stakeholders hearing about problems with the Change from people outside the Change Team?
- How well are the external suppliers being managed?
- How well are intragroup or internal suppliers being managed?
- How effectively are customers being managed?
- How well are the human aspects of the change being managed?
- Remember that all changes will have issues and problems Is the change experiencing scope creep?
- How paranoid is the Change Team about issues and problems?
- Are staff comfortable raising issues and/or problems without the threat of repercussions from management or other colleges?
- Is the Change Team being appreciated for their work and efforts?
- Remember to keep checking whether the triggers, business cases, benefits, etc are still valid.
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