Organizational change management should begin with a systematic evaluation of the current state in order to determine the need for change. Organizations must also consider the appetite for change and the capability to change.
Programs and projects are done for customers, whether internal, external, or hidden, and in our work, we need to actively engage customers to focus on them for business value. Our goal is to anticipate customer requirements and involve customers from the beginning and after program and project completion.
PMI® Global Congress 2015-EMEA key topic take-a-ways: A spotlight on Change Management Please join us and continue the conversation with presenters from PMI Global Congress 2015 –EMEA. During this webinar we’ll explore best practices, key takeaways and lessons learned from next generational Change Management sessions. Don’t miss this opportunity to virtually meet the presenters and get a glimpse into their post-conference highlights and teachable moments from PMI Global Congress 2015 –EMEA.
Thanks to technology, we are saturated with change. You’re working on a project that will introduce more change. In fact, your measure of success is user adoption, and if your users don’t accept your change then your project will fail.
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Change management is a comprehensive, cyclic and structured approach for transitioning individuals, groups and organizations from a current state to a future state with intended business benefits. It helps organizations to integrate and align people, processes, structures, culture and strategy. This outline will help you shape your Change Management Plan.
How committed is your organization to making Organizational Project Management a success? Will you have the sustained leadership, organizational change management, and commitment to continuous improvement necessary to succeed? Use this questionnaire in conjunction with Implementing Organizational Change Management, A Practice Guide to help find the answers.
The change management plan is a component of the project management plan. It describes how change will be managed on the project. Use this template to help guide the process.
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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.
When big changes are afoot (or rumored), there are two points where communication is critical. Waiting until more is known will simply result in workforce issues, stakeholder anger and reputation problems. Instead, be ready to stay ahead of the issues by knowing the two critical points when communication is possible--and how to know what to communicate.
The alternative to embracing change doesn’t have to be completely rejecting it. Are there ways we can introduce more flexibility to waterfall projects without losing control of change? Can traditional project execution approaches learn anything from the agile approach to change?
The key contributor to project success will be the willingness of you and your organization to move the focus from the traditional three-legged stool to one that encompass both benefits realization and change management. This is a significant paradigm shift, but can pay huge dividends.
It should come as no surprise to project managers that the organizations most adept at responding to change do so in a structured, planned and actively managed manner. However, this is only one of the necessary elements that need to be brought together in order for an organization to implement change successfully.
Managing organizational change is one of the big, hairy elephants in the room when we manage projects. It is one we all recognize and know about, but that we struggle to deal with effectively--or even sometimes to discuss. Why this is, and why this should be, is a bit of a mystery.
Change is not bad by itself, but if it is not managed well, then it can negatively affect the project. The project manager should follow very careful steps to make changes to existing processes.
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|How do I connect my PMI account with my PM.com account?||Brenda Kennerly||Apr 29, '15 2:04 PM||3||3|
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|Does change management serve the whole organization or a group of stakeholders?||Yves Cavarec||Feb 19, '15 6:10 PM||2||2|
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