It turns out that by dividing your workload into tasks that change rapidly (or hardly at all) and considering how often those tasks are required in your day-to-day environment, a greater understanding of your workload emerges. So, things have changed, yet they really haven't. For example, the software I use has changed tremendously over the years, but the process of implementing software really hasn't. So, which one is right? Well, perhaps they are both right. The first tells us to always expect change, while the second tells us that things really don't change. (A French phrase that means, 'The more things change, the more they stay the same.') Plus ça change, plus c'est la même chose. The only thing that is constant is change. When I started thinking about technical change, two conflicting yet equally true sayings came to mind: My approach should help you better understand how to prioritize your duties and improve your CAD environment over the long term. I've developed an approach to change management that I've been using with clients for about a year now that I'd like to share with you as well. How do we plan for these changes and keep maximum control over the process? This column was originally published on November 12, 2014.Ĭhange, especially in our technical environment, is something we CAD managers always have to plan for, but how can we best do so? As I pondered change management, I started to think about all the responsibilities of a CAD manager - not just software maintenance - and how they all change over time. CAD Manager's Newsletter (#363) 10 May, 2016 By: Robert GreenĬhange is inevitable, so how can you make it easier to manage?Įditor's note: Until Robert Green returns, we'll be revisiting a few classic CAD Manager columns and their timeless advice.

Varicad 2016