In the digital age, the business climate has changed, and IT must adapt its processes accordingly. Traditional change management leads to long lead times, increased impediments and overhead costs, and frustration from the Development and Operations teams, business leaders, and customers. This paper offers several patterns that can be applied in tandem or as appropriate by leaders seeking ideas and opportunities for optimizing the ongoing value of change management while reducing its complexity.
Ron Forrester, Sr., Director, Partnership Engineering, NIKE
Jayne Groll, CEO, DevOps Institute
Chris Hill, Senior ManagerContinuous Delivery Platform, T-Mobile
Dr. Steve Mayner, SAFe Fellow andPrincipal Consultant, Scaled Agile, Inc.
Erica Morrison, Executive DirectorSoftware Engineering, CSG International
Scott Nasello, Director, Delivery Engineering, Columbia Sportswear
Scott Prugh, Chief Architect & SVP Software Engineering, CSG International
Rosalind Radcliffe, Distinguished Engineer, IBM
Pages: 31
Format: PDF
Publication Date: September 10, 2019
Breaking the Change Management Barrier
Patterns to Improve the Business Outcomes of Traditional Change Management Practices
In the digital age, the business climate has changed, and IT must adapt its processes accordingly. Traditional change management leads to long lead times, increased impediments and overhead costs, and frustration from the Development and Operations teams, business leaders, and customers. This paper offers several patterns that can be applied in tandem or as appropriate by leaders seeking ideas and opportunities for optimizing the ongoing value of change management while reducing its complexity.
