There is an increasing amount of chatter and confusion out there around what organizational agility is--and a feeling that it must be important to organizational success. Maybe you should consider using the Triple T Metric.
This webinar explains the differences between major cultures and their impact on organizational change management. Using the Lewis Model of Cultural Classes, the webinar also explains impact of culture on decision making, negotiations, managing people, leadership styles and communication. Relying on their global exposure, the speakers provide practical guidelines which can be leveraged in selecting the right motivation techniques and negotiation tools which are likely to provide the best outcomes in a given cultural setting. Proven strategies which facilitate selling ideas in each major culture are also covered.
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
Need to initiate a change on your project? Use this form to get started. It includes sections for a detailed description, justification and potential impacts of the change on various items like scope, requirements and cost.
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.
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.
If your organization can’t innovate and change at the speed of change of its customers’ wants and needs--and the pace of geopolitical, social and economic change in the world around it--then it will likely have to change its sign from “open” to “closed.”
What can be done during project execution to help successfully deliver intended project benefits? From getting change management in shape to testing for benefits, here are some ideas based on the writer's experience with IT projects and ERP-enabled transformations.
Project managers can facilitate benefits realization and--more strategically--the project management function. That encompasses the three Ps of project management, which can play the crucial but often missing organizational role that will embed benefits realization in strategy execution and--by extension--program and project delivery.
If you’re setting out to change the world (even a small corner of it), then you’ll want to be sure to consider each of these five keys and make sure that you proceed in a measured way that takes each into account.
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.
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.
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|how to prioritise projects?||Nawaf Abdullatif||Nov 9, '15 12:05 PM||1||7|
|how to manage change management initiatives?||Nawaf Abdullatif||Oct 22, '15 11:58 AM||0||0|
|What is the best or most common methodology used for Change Management||Marie-Claude Germain||Nov 18, '15 8:02 PM||0||6|
|Breaking Down Resistance to Change||David Frazier||Oct 21, '15 8:10 PM||0||5|
|Gathering data on Organization Change Management||Todd Williams||Sep 29, '15 2:31 PM||0||0|
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