Today, projects that involve implementing cloud-based software are fast. Instead of a 1-2-year implementation, we are now able to complete the implementation with even more complex business processes in 6-12 weeks.
Because projects move quicker, this means that change needs to be faster. The project team must absorb change and adapt to their new way of doing work a lot faster. Traditional organizational change management simply does not allow for that.
Organizational change management is the practice in which project sponsors empower the people in your organization to adopt and accept any changes that are brought as a result of a specific project or organizational change.
Change throughout an organization, a department, or even a single team is not easy, therefore; it is sometimes avoided. With this solution, changes are few and far between. It leaves organizations with legacy systems and processes that require large amounts of effort.
With INRY’s PASS Methodology, we ensure that your organization will be able to adapt, with ease, to changes that may occur. By leveraging change management techniques as part of our methodology, there is no longer a need to follow a separate OCM track or specialist.
INRY’s PASS methodology initiates organizational change management at the forefront of every project, which allows project teams to absorb change faster.
PASS is a methodology, in which, all INRY’s projects follow. It is highly interactive, and user driven. PASS is very similar to an Agile approach, in the sense that, throughout the duration of the ServiceNow implementation, the INRY team is rapidly designing, configuring, testing and deploying individual processes.
Instead of waiting for multiple pieces of the puzzle to be deployed, INRY focuses on adding value from project start to project finish, by ensuring individual processes are deployed and tested before the official ‘Go-Live’ date. This approach and methodology ensure that the Client is implementing a ServiceNow product that they are familiar with and is tailored to meet their business needs and objectives.
INRY is constantly looking at organizational change models that are being used in different organizations across many different industries. When PASS first came to fruition, there were several different OCM models that were used as guidelines to ensure that with every project, INRY was also accounting for the change management that needed to be completed for the projects to truly be successful. One of the models was Kotter’s method, which targeted speaking to people’s feelings. The method is revolving around the central idea that individual behaviors of the employees need to be changed so that a successful change can be made. Part of this method is also getting employees involved at an early state to create a guiding team to help ease the change throughout the organization.