Title: Nontechnical Aspects of Implementation
Course: IN 2001 Principle of Information Assurance > Section: Module 10: Chapter 10

Nontechnical Aspects of Implementation
1. Other parts of the implementation process are not technical in nature and deal with the human interface to technical systems.
2. These topics include creating a culture of change management as well as considerations for organizations facing change.

The Culture of Change Management
1. In any major project, the prospect of change, the familiar shifting to the unfamiliar, can cause employees to unconsciously or consciously resist.
2. Even when employees embrace change, the stress of making changes and adjusting to the new procedures can increase the probability of mistakes or create vulnerabilities in the system.
3. By understanding and applying some of the basic tenets of change management, project managers can lower the resistance to change, and they can even build resilience for changes, thereby making ongoing change more palatable to the entire organization.
4. One of the oldest models of change is the Lewin change model, which consists of:
  - Unfreezing: “Thawing out” hard and fast habits and established procedures
  - Moving: The transition between the old way and the new way
  - Refreezing: The integration of the new methods into the organizational culture by creating an atmosphere in which the changes are accepted as the preferred way of accomplishing the requisite tasks

Considerations for Organizational Change
1. Steps can be taken to make an organization more amenable to change.
2. These steps reduce resistance to change from the beginning of the planning process and encourage members of the organization to be more flexible as changes occur during project implementation.
3. Reducing Resistance to Change from the Start
  - The level of resistance to change affects the ease with which an organization is able to implement the changes it needs
  - The more ingrained the previous methods and behaviors are within the organization, the more difficult making the change is likely to be
  - The primary mechanism used to overcome this resistance to change is to improve the interaction between the affected members of the organization and the project planners in the earlier phases of the SecSDLC
  - The guideline to improve this interaction is a three-step process: communicate, educate and involve
4. Developing a Culture that Supports Change
  - An ideal organization fosters resilience to change
  - This resilience means the organization has come to expect that change is a necessary part of organizational culture and embracing change is more productive than fighting it
  - To develop such a culture, the organization must successfully accomplish many projects that require change