There is a time frame built in to the change management process that I have found carries from client to client, transformation to transformation. This may be due to human nature, the consistency of organizational interaction or something within the change process itself. In a nutshell here is what the timing looks like-
The three month period is the time it takes to have enough information for a genuine dialogue about strategy, vision and end states. It takes this long for us, Vision to Work, Inc. to gather the right amount of information to question, affirm and coalesce reality with illusion. This period is the absolute core for transformational initiatives. I would say it is a necessity for all others, but you could shorten the timeframe (but keep the relationship timing to the other phases) if the change is functionally contained.
The second phase is the gathering of stakeholders… wagons in a circle? process. This is where the measurement and gauging of participation levels takes place. In some ways this is the (what I consider old fashioned) stakeholder analysis. It is important during this time to see the change as a big picture event that spreads over a certain area. Gauging what that area is, how fast the spread, who gets touched and to what extent, is the output at six months.
Once the end state can be defined with all its angles and it is clear what that means for the spread of effect then the lists, the timelines, the tasks can begin to be created and charted. This is the spot, assuming the first two stages were early and thorough, that the PMO can shine. The change management that needs to be integrated in their processes has been set up and can be supported. This box can be anywhere from 3 months to years in length. It is the one that can severely stretch- expectations, time, money, patience and the resources of the organization. You can forget the shorter time length if the first two stages are skipped-no matter the initiative.
And I can’t help but point out to any senior level executive who happens to read this… right HERE is typically where the CM practitioners are brought in. If you have done this in the past-OOPs.
The last box/phase is the transition to the change. It is when the, we hope, inevitability of the end state begins to become apparent, comfortable and, to those on board, is the present. For a technology implementation you could call this the Adoption phase (assuming a certain percent begin that process before it is official).
For our own thinking, and now yours, here is our model overlaid-
The output for each phase is the answer(s) to the respective “W” question. The time periods of each phase are consistent, but the importance and effect is represented by the size of the first box. It is when these time frames are crunched, or worse, when the relationships are tweaked that change runs into problems. I think I can safely extend that statement to projects and, at times, organizations as a whole.