OCM is a skill needed in any line of business. It also happens to be one of the weakest and rarest skills within information technology. Start closing the gap between IT and the business by improving your ability to manage the people side of change.
At the core of organizational change management is a thorough knowledge of how to successfully introduce change to people. In this course, Managing IT: Organizational Change Management, you'll learn how to clearly define roles and responsibilities and handle resistance to change. First, you'll explore the impact of organizational change management. Then, you'll gain the knowledge to help people transition through change. Finally, you'll learn key activities for effective organizational change management. When you’re finished with this course, you'll have strong knowledge of how to effectively introduce change that will help you as you move forward in your career.
Course Overview (Music) Hi everyone. My name is Kevin Miller. Welcome to my course, Managing IT: Organizational Change Management. I am the founder and principal consultant for Delta Technology where we are opening IT to change. Organizational change management is a critical skill to improve your odds for a successful change initiative. This course does a deep dive on how to manage the people side of change, which you can use to help others and yourself quickly accept and adapt to change. Some major topics that we will cover include navigating people through the change curve, the three phases of transition, and the seven key activities essential for implementing a successful change. I'll also provide many document templates for you to start using in your current job right away. By the end of this course, you'll understand what organizational change management is and why it is so important, and have the skills and tools necessary to implement a successful change in your organization. I hope you'll join me on this journey of learning organizational change management skills, in the Managing IT Series, at Pluralsight.
The RACI Matrix Welcome back. To eliminate confusion and frustration, everyone involved on a project needs to know what they are supposed to do, what they will be held accountable for, and if their input is desired. In this module, I'll cover what roles and responsibilities are, the importance of assigning them early, and how to properly fill out a RACI matrix for your team to reference. In this module, I'm going to define the words responsibly and role, just so we are on the same page. I'll then explain what RACI stands for and review a RACI matrix document template, and even provide an example of how to fill one out. Let's start with responsibilities. Responsibility is something that one is required to do as part of a job or role. This sounds like a task. A better definition is a duty or obligation to satisfactorily perform or complete a task, which has consequent penalty for failure. In other words, someone is counting on you to get something done, and if you don't, you'll have to answer for it. Not that we've defined what responsibilities are, we can define a role. A role is a set of responsibilities, activities, and authorities assigned to a person or team and is defined in a process or function. One person or team may have multiple roles. For example, the roles of project manager and business analyst may be carried out by a single person. It's important to clearly state the roles and responsibilities for a team so you set expectations early for everyone. By defining these things early, you are setting your team up for success.