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.
Strategic program management integrates the dimensions of strategy, people, process, technology, structure, and measurement. This webinar illustrates a proven, agile-centric, strategic program management road map that can be utilized to plan, execute, and sustain the expected outcomes of any business transformation.
Cognitive Biases and Failed Strategies: How errors in the way we think affect our ability to deliver project results
21st century science has taught us a great deal about how humans make decisions, and when they are likely to be right, and when they are likely to be very wrong. In this webinar, we will review some of the science and weave in examples from major change, including the Deepwater Horizon explosion, and the debt crisis of 2007.
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.
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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.
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.
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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.
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.
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.
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, there are two points where communication is critical. The key success factor is to get information out as fast as possible. Before you know it, it will be time to pass on another wave of information at the next critical point--the focus of our concluding installment.
In the first article in this series, we looked at some of the links between agile and change methodologies. In this article, we will investigate a different question: Are you and your organization ready for change?
Change management should be straightforward and natural for the project manager. So why does it become a much-discussed topic in so many lessons-learned workshops? Where do we go wrong as project managers?
How fast is your organization capable of changing to continue to remain relevant and successful in the marketplace? The world is changing at an accelerating pace. Companies are rising to global scale faster, while large, successful companies are disappearing faster--leading to the need for agile change.
The organizational world within which project managers operate is going through rapid and unprecedented change, driven by forces of globalization and digital technology. So, the choice is yours: change now, become PM 2.0 and survive. Don’t change, and await extinction...
On May 19, 2015, Beth Spriggs presented the From Technology Adoption to User Adoption: How Technology Has Changed Change Management webinar to the ProjectManagement.com community and walked us through how technology has changed change management. Beth provided thought-provoking points that sparked conversation and challenged us to re-examine the way we think about technology and change management. Beth answers some of the questions from the live session here.
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|What is the best or most common methodology used for Change Management||Marie-Claude Germain||Aug 1, '15 6:58 PM||6||6|
|What are the causes of change requests and their impact on project time and cost||Stallone Chikwaya||Jul 16, '15 6:43 PM||2||2|
|Change Management in the Agile World||arlene trimble||Jul 16, '15 4:58 PM||1||1|
|Best Ways to Handle Change Mangement||Gowri Shanker Balasa||Jul 7, '15 3:06 PM||3||3|
|Does change management serve the whole organization or a group of stakeholders?||Yves Cavarec||Jul 7, '15 11:58 AM||3||3|
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