Too often, well-intentioned managers begin project initiatives without thoroughly evaluating the organizational changes required to help ensure the initiatives are truly successful. Neglecting to include and properly communicate with employees can lead to resistance and project failure. The author shares two examples from his practice to illustrate how and what to communicate effectively to increase project support.
Project / program management and change management are distinct practices that work to create and manage change in unique ways. As a project or program manager, you can leverage change management tools to help identify and manage stakeholder challenges.
Learn how to streamline the relationship and enhance the collaboration between the Project Manager and the Business Analyst. Learn how to address the challenges associated with role definitions, gaps, overlaps and touchpoints between the PM and BA functions.
Save Time With Tools + Templates
This template is a simple variation on a change request that focuses on the impact on schedule, effort and dollar budgets. It is best suited for projects with lots of activity around the critical path where any change is likely to impact the program’s ability to deliver. Although structured as a program-level request, it is identical to a project request if the wording is changed. It is designed to be used with the Change Control Log Template.
Use this simple log to keep track of changes, including their impact on scope, cost and time. This is to be used in conjunction with the Program Change Request Template.
Changes are an inevitable part of projects. While changes can be disruptive, they are far better than to deliver the wrong thing! This simple change request also turns into an analysis sheet once it is submitted.
Learn From Others
This white paper explores how an organization’s change agility--its ability to quickly and effectively focus and implement change--paves the way for successful strategy implementation. Author Marge Combe of Vernal Management Consultants, LLC affirms that organizational change agility is a crucial strategic enabler and worthy of intentional nurturing by every organization. This is a companion piece to Building Change Agility: The Strategic Process for Agility Improvement.
This white paper is a companion to Change Agility: Readiness for Strategy Implementation. Author Marge Combe of Vernal Management Consultants, LLC, takes the concepts presented in her first white paper and provides practical suggestions you can use to assess change agility at your organization.
Marge Combe of Vernal Management Consultants, LLC explains why it’s important for organizations to perform a change readiness assessment when launching a project or program. She suggests organizations evaluate their capacity, commitment and culture to uncover hidden factors and influences that may impede change implementation.
Project management is primarily an integrative job. This includes the integration of change management principles and activities throughout the project lifecycle. Unfortunately, many practitioners--regardless of their backgrounds--find it difficult to integrate strong change management principles and techniques with project management practices. PMI standards hold many of the keys required for developing structured and robust change management activities without the need to create a separate or adjunct change management plan.
Whether your organization is the most dysfunctional place in the world or one of the best offices in the city, there is always room for improvement. But it's important to not make changes based on knee-jerk reactions. Instead, the organization should be evaluated first before changes are implemented.
CIOs holds the key in establishing IT as a part of the strategic business plan, which can help drive initiated changes across the organization. However, CIOs must also focus on maximizing outcomes with results in order to dramatically change the perception and actual value of IT in the eyes of the business.
There is often a stakeholder who is genuinely dedicated to the success of the project--and yet without any malicious intent, they become the lynchpin that can unravel the entire effort. Here are four things that can help you manage this stakeholder’s expectations without leaving a bruised ego behind.
When it comes to organizational transformation, the power of project management comes into play. Its framework provides enhanced governance, control and focus on desired business outcomes--and progress toward a strategic direction.
Having steady growth can mean being able to strategically predict and anticipate when to make the necessary changes to keep the organization going without much interruption. But when the escalation of activity is dramatic, planning for change becomes very problematic and unsustainable.
Recently, Braden had the opportunity to attend the 13th Annual Change Management Conference hosted by The Conference Board. The event represented a convening of 200-plus change management professionals from around the United States. Here he shares the key takeaways.
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|Gathering data on Organization Change Management||Todd Williams||Sep 29, '15 2:31 PM||0||0|
|Concept of Change in Organizational Project Management||Suhail Iqbal||Sep 15, '15 9:29 AM||0||0|
|Breaking Down Resistance to Change||David Frazier||Sep 8, '15 3:09 AM||0||4|
|Change Management in Organization||Waqas Ahmed||Sep 8, '15 3:01 AM||0||3|
|PMO as an instrument of Change||Suhail Iqbal||Aug 27, '15 2:32 AM||0||3|
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