Planning consultant led organisational change
Date
2011-04-05
Authors
Dohmen, Tammy
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Abstract
The contracting of consultancies to lead the implementation of many
organisational change projects in the South African public sector has not
always led to the successful implementation of these projects.
Seeing as the planning process plays a critical role in determining project
success, the research was aimed at establishing ways of improving the
planning of consultant led organisational change projects in the South African
public sector.
From a public sector client perspective the key research findings amount to
the need for the pro-active management of the consulting relationship and
deliverables by the client.
From a consultant’s perspective the key research findings amount to the
development of a project solution and implementation plan that meets the
client’s requirements and can deliver on what it promises.
In terms of overall project planning approaches and methodologies, it was
found that improvement opportunities do not lie in the implementation of
radical new approaches in project management, but rather the disciplined
implementation of basic project management principles, processes and
methodologies, particularly focusing on the following six main areas;
a) obtaining an understanding of the client’s unique environment;
b) clarifying and agreeing relevant and realistic project outcomes;
c) the formulation of relevant and realistic project plans;
d) the establishment of an optimal project team and support structures for the
team;
e) planning for sustainability; and
f) the establishment of project governance frameworks
Description
MBA - WBS
Keywords
Consultants, Organisational change, Public sector