Change management can be a divisive process. Instead of enabling more effective operations and support, it becomes an iron hand of compliance on the neck of flexible, innovative improvement. Instead of speeding things up, it often slows things down.
When our team was faced with significant change management issue – a process we didn’t own – we instead created a holistic process improvement model that allowed us to manage the processes we controled that impacted change management. During this year-long process, we tripled the average number of changes we handled while reducing the time it took to implement changes by two-thirds!

This case study will cover:
• One analytical technique that helped us figure out what we needed to do
• The concept of integrated process models and how improvements in one process can have a great impact on other processes
• How to implement procedural improvements without significantly modifying the governing process ("Changing Change Without Changing Change!")