An Analysis and Evaluation of Critical Success Factors of selected Change Management Models for the holistic Implementation of Transformation Projects

Table of Contents

LIST OF ABBREVIATIONS

LIST OF FIGURES

1. INTRODUCTION
1.1 Background
1.2 Objective, Goal and Limitation
1.3 Methodology

2. CHANGE MANAGEMENT / THEORETICAL OVERVIEW
2.1 Terminology
2.1.1 Definition of the Term 'Change Management’
2.1.2 Definition of the Term 'Change Project’
2.2 Triggers of Change
2.3 A universal Process of Change / Kurt Lewin's Three Phase Model
2.3.1 The Three Phases / Unfreezing, Moving, Refreezing
2.3.2 Critical Remarks on Lewin's Work
2.4 Resistance to Change
2.4.1 Characteristics and Indications of Resistance
2.4.2 The Causes of Resistance / Why People resist Change
2.4.3 The Emotional Stages of Change / The Coping Cycle

3. DEVELOPMENT OF A UTILITY ANALYSIS / SCORING MODEL FOR THE EVALUATION OF SELECTED CHANGE MANAGEMENT METHODS
3.1 utility Analysis / Theoretical Overview
3.2 Critical Remarks
3.3 The Evaluation of Decision Criteria
3.3.1 The Assessment of Critical Success Factors of Change Management based on Case Studies and Empirical Data
3.3.1.1 Case study I / IBM
3.3.1.2 Case study II / Commerzbank
3.3.1.3 Empirical Data I / Capgemini
3.3.1.4 Empirical Data II / IBM Global Business Service
3.3.1.5 Empirical Data III / Key Findings of other Empirical Researches
3.3.2 Final Formulation of Scoring Criteria / Critical Success Factors

4. INTERIM SUMMARY

5. DESCRIPTION, ANALYSIS AND EVALUATION OF CHANGE MANAGEMENT MODELS
5.1 Description of Change Management Models
5.1.1 Kotter's Eight Steps of Change
5.1.2 AD KAR ľ.
5.1.3 FIBRS Seven Steps to Change
5.2 Analysis and Evaluation of Change Management Models
5.2.1 Assessment of Kotter's Eight step of Change
5.2.2 Assessment of ADKAR
5.2.3 Assessment of FIBR's Seven Steps to Change
5.2.4 Comparison of the Models

6. OVERALL CRITICAL REMARKS

7. CONCLUSION

BIBLIOGRAPHY