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www.johnstark.com |
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The successful introduction of effective Engineering Change Management will almost certainly be hampered by a general lack of understanding and knowledge of ECM, departmental politics, different functional priorities, disputes between the managers of the related computer systems, difficulties with cost justification, various on-going projects and resistance to change. In any large organization, there is high resistance to change. Most people are more than willing to do tomorrow what they did yesterday. The successful introduction of effective Engineering Change Management will require changes in organizational behavior, and uncommitted individuals will not achieve these with half-hearted efforts. ECM champions, catalysts and change-makers must be identified, supported and encouraged. The opponents of change, whether they just prefer a quiet life, or whether they specifically fear that ECM will reduce their power and privileges, must be identified and understood. Only then can influence be brought to modify their behavior. To help overcome these retarding forces, the introduction of effective ECM will almost certainly need management support. Only management can resolve many of the inter-departmental, inter-system and inter-personal issues that will be revealed by such an important project. |