Change Management: The Job Shop Scheduling Problem
In the past, I’ve written about the Job Shop Scheduling Problem (the JSSP) from a technical and mathematical angle. I’m revisiting the JSSP this time with new insights I’ve gained on Change Management. I recently earned my certification in the Change Management Process by Prosci (the industry leader). The Change Management process should run parallel to project management, but often it does not.
Prosci developed the ADKAR model for Change Management. It’s similar in many ways to the process areas of the PMBOK, but it focuses on people rather than execution, monitoring and control of scope. ADKAR is an acronym for:
- Awareness of the need for change
- Decision to make the change
- Knowledge needed to change
- Ability to make the change
- Reinforcement of the change
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Part of what makes the job shop environment challenging is the constancy of change. The job shop is a world of dependent variables, all of which can have an outsized impact downstream in a networked environment. Even a small change on a job can have a big impact, not only on the remaining work within the job itself but on other jobs within the shop.
Since change and adjustment are constant in the job shop environment, I see tangible benefits for an organization in applying the ADKAR process to the JSSP. In order for organizational change to happen, individuals must change. And an organization that has a strong platform for change will effect change more efficiently, and therefore perform better.
This graph from Prosci demonstrates that even a move from poor to good in institutional change readiness has a profound impact on project performance.
