A framework for change

There is an unrelenting pressure on organisations, and the individuals who populate them, to change and develop. This in turn places unprecedented demands on change management communities especially the project and programme managers.

Research published in the annual IT Skills Trends Review from the Institute for Management of Information Systems indicates that the UK IT workforce faces terminal decline unless project management skills become an immediate focus for existing employees.

So, how do organisations assess and develop their change management capability? Many now speak of the ‘professionalisation’ of the project and programme management communities and the development of ‘centres of excellence’ for change management capability.

With increasing pressure on individuals to develop such capabilities, it is vital that they understand, not only what is expected of them, but are provided with a clear route to enable them to develop the necessary capability to carry out their role effectively. An effective development framework can provide the visibility required.

CITI research into ‘what makes an effective project manager’ reveals that capability is a combination of knowledge, attitudes and behaviours, skills and experience – with experience being the biggest predictor of performance. An effective development framework therefore needs to provide a blend of development activities which enable an individual to develop in all of these areas.

Training, focusing as it does on imparting knowledge, and education are not, of themselves, sufficient although they can play an important role, as can the attainment of professional qualifications. Other development activities must be available to enable individuals to put this acquired knowledge into practice and develop the skills, adopt the necessary attitudes and behaviours, and acquire the right ‘real world’ experience.

Effective development frameworks offer development activities that include coaching and mentoring, networking opportunities, and exposure to ‘real world’ situations under the supervision of those more experienced.

One of the most important things which a development framework should provide is clarity, both to the organisation and the individual. For the individual, this means clarity as to the skills and capabilities expected of them in a particular role, how to develop those capabilities, and how to progress from one level or role to another. Individuals should be able to recognise their current position in terms of capability, identify where they need or would like to be and plan a series of development activities to enable them to get there. For the organisation, visibility of both organisational and individual capability enables improved matching of supply to demand.

Consequently, an essential ingredient of a framework, is an underpinning analysis of the skills and competencies required to fulfil a particular role. Only when these are clearly defined can an individual understand in detail what is expected of them and development events be selected or designed which will have the desired effect on skill levels, attitudes, behaviours, experience and, ultimately, performance.

Having invested in the development of individuals, the more sophisticated organisations recognise the capability and further developmental opportunity of these individuals to ‘give back’ to the communities of which they are a part. They become the educators, coaches and mentors of the future, passing on the benefit of their experience.

The combination of a clear career path and a development route to enable the desired progression can be a powerful planning and motivational tool for the individual wishing to