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When your organization undertakes projects or initiatives to improve performance, seize opportunities or address key issues, they often require changes; changes to processes, job roles, organizational structures and types and uses of technology and often they are carried out in projects. However, it is actually the employees of your organization who have to ultimately change how they do their jobs.

MINAUTICS offers efficient project management methodologies as well as suitable change management approaches for transitioning individuals, teams, and organizations to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.

Change Management

Change Management considers the full organization and what needs to change.

Change Management focuses on how people and teams are affected by an organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions. In a project management context, Change Management may refer to the change control process wherein changes to the scope of a project are formally introduced and approved.


© MINAUTICS Change Process, based on Elisabeth Kubler-Ross

MINAUTICS helps clients accelerate positive change in their organizations by working with them to ensure that their important change initiative is managed consistent with the widely-acknowledged and fundamental phases of any effective change management process: Building Your Organization’s Residual Change-Management Skill. In addition to providing organizational change management consulting services in support of a specific change initiative, we also help clients build their own change-management capability for the long term.

Project Management

Project management is the application of processes, methods, tools, techniques, knowledge, skills and experience to achieve the project objectives.

A project is a unique, transient endeavor, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits. A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget.

By means of classic phase-oriented project management approaches the objectives will be reached while going through phases like initiation, planning, executing, controlling and closing the project. A big emphasis is on planning and evaluating and controlling constrains like schedule, resources, risks, and others. Reactions to risks are not spontaneous but rather come from an already elaborated risk plan.

© MINAUTICS Phases of Project Management, based on PMBOK

MINAUTICS utilizes this approach for well-defined projects where quality, time and costs can be foreseen as it is recommended in the PMI's PM Body of Knowledge. Unfortunately, practice shows only few projects can be well-planned or sometimes planning is just too costly because quality, time and costs cannot be defined. In those cases we prefer agile methods for project management (e.g. SCRUM).

Scrum is an agile framework for completing complex projects. Scrum originally was formalized for software development projects, but it works well for any complex, innovative scope of work. The Scrum framework is deceptively simple and can be described:

A so-called product owner creates a prioritized wish list called a product backlog. During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces. The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work, but it meets each day to assess its progress (daily Scrum). Along the way, the Scrum Master keeps the team focused on its goal. At the end of the sprint, the work should be potentially shippable: ready to hand to a customer, put on a store shelf, or show to a stakeholder. The sprint ends with a sprint review and retrospective. As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.

© MINAUTCS Scrum Process, manually designed, based on User:Lakeworks/ Wikimedia Commons

So, an agile approach like SCRUM, acknowledges the fact that not all requirements can be foreseen. Therefore, it works its way towards the project objective by iteration. This time boxed, iterative approach builds incrementally from the start of the project, instead of trying to deliver it all at once near the end. This approach can be utilized when a customer is willing to play the role of a product owner for the project and agile approaches are acceptable.

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References

We are very glad to receive positive feedback from the people we work with no matter if it is top management or shop floor staff. Some of them volunteer as references for us:

Friedemann Christ, Managing Director

MINAUTICS helped us to raise the quality of BPMN-Modelling. This improved our work with customers and enhances the quality of our project results. The joint review of process syntax and semantics are very valuable for us. Thank you and carry on!

-Friedemann Christ, Managing Director
Christoph Jöckel, Managing Director

To me MINAUTICS gives advice and support since founding my company. Thereby our organizational structure was adequately professionalized and adjusted to new requirements. To me, new ideas and practice-oriented solution approaches distinguishes MINAUTICS from others. Along with this recommendation and express my gratitude for our fruitful cooperation.

-Christoph Jöckel, Managing Director