The idea that people always resist change is a lie, and it is extremely damaging to organizations seeking to increase their organizational agility. The truth is that people only resist changes that they either do not understand or for which they do not interpret there to be benefits great enough to offset the costs of their participation.
Using a case study as an example, this webinar will relate the practices outlined in PMI Practice Guide for Managing Change in Organizations to the disciplines of Portfolio, Program, and Project Management, and how the managers in these roles can contribute to the success (or failure) of organizational change initiatives.
A Change Team and a Project Team have a very similar purpose: they both need to migrate smoothly to a new, and in most cases, unknown situation. The journey is not a common one, the obstacles are diverse, and the result is unique each time. This very practical presentation provides examples on how several group dynamics theories could contribute to raise the commitment of the Change Team and demonstrate how tangible results can be obtain by applying accessible tools.
It used to be thought that with the right reasons, humans would do as reason dictated. That proved false. Then it was believed that emotions mattered. True, but also a completely insufficient answer. To change behavior, we need to get to grips with the phenomenon of habit (sometimes our ally, but often not!)
Through decades of experience with hundreds of team members across the globe in a wide range of change projects, and by poring over hundreds of research articles, Dr. Jim Bohn has developed a few key principles for helping individuals adjust to organizational change. These five principles will give practitioners specific areas to focus on as you help your organization adjust to new initiatives.
Save Time With Tools + Templates
This template is designed to assist project managers in preparing for a change in resources in the project team. PMs are frequently faced with the substitution of team members, and this template helps to identify the areas where the change can be most easily accommodated and areas where additional work may be required to prevent the change from causing difficulties for the project.
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.
Learn From Others
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.
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.
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.
Change is inevitable, and the only thing that is certain is change. While we can all agree to this, it is imperative that all project managers understand the impact of scope changes to projects that are in the pipeline or the execution phase.
In fixed bid projects, effective project selection, vendor management, a good contract, organizational change management and project management all play a role in ensuring a positive outcome. In this article, the author discusses how to manage fixed bid IT projects with a focus on the vendor's perspective. The crucial phases in the lifecycle of a fixed bid project and how to effectively navigate them are examined.
Disruptive technology is about innovation and enablement. Future project managers will need to be good at innovative practices—including collective intelligence, self-adjusting small teams, and continuous monitoring of agents of change—to survive and flourish. Two case studies present companies that were able to thrive by identifying opportunities for change.
Most organizations fail to harness all of the skills, abilities and talents of the individuals they have to achieve greater performance as a collective. And that is painful for the organization and the individual. How can we better harness the passions and the talents of our individuals to better achieve the collective’s ability to generate revenue and profits?
How will change management evolve in the next 10 years? Why is change agent involvement essential during a change initiative, and what best practices are there to involve them?
When engaging in a change effort, it is important to focus not on outputs but on outcomes. The difference is sometimes subtle for people, but the biggest difference is that outputs are usually activity-based, where outcomes are behavior-based. Here we look at some behavior modification frameworks.
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