In this article, with the help of theory, literature and real life examples, the authors try to explain innovation in construction projects while differentiating the same from invention. The article also discusses two more vital “I” words: improvisation and improvement.
March Book Club - Project Management, Denial, and the Death Zone: Lessons from Everest and Antarctica
March Book Club Closing - Project Management, Denial, and the Death Zone: Lessons from Everest and Antarctica
Attendees will learn a comprehensive approach to making your organization more responsive to change with effective structuring, planning, and measuring of change management across portfolios, programs and projects.
Many projects do not fail due to technical reasons. When project outputs get transitioned to operations and the resultant changes go live, there is a huge resistance from the impacted functional organizations (especially for projects such as system integration, process improvement, and enterprise transformation).
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.
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 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.
It feels as if the world is changing faster than ever before because the expectations of our customers—and our expectations as customers—are changing faster than ever before. Why?
Just receiving work packages for change initiatives is not enough. The teams need to know what is expected from those work packages, and they need to undertake tasks to achieve those results. The processing tasks—the actual work that is done—is akin to chewing what is bitten off, with the express intention of deriving the benefits that the change initiative proposes.
The pace of change is accelerating, and for many people (and companies) things are changing so fast that they feel overwhelmed and retreat to the familiar instead of embracing the change. In fact, we are approaching a tipping point where what is becoming interesting to the young is not the new, but the old.
People often avoid difficult conversations, or they botch them. Do you need to confront people about their behavior, but you aren’t sure what to say? Don’t put it off. To plan for difficult conversations, remember to use the “WAC” technique.
Innovation is change, or at least, innovation requires change. Have you defined a common language of innovation? For companies looking to build a sustainable innovation capability, this is an important first step.
Companies seeking to cope with the pace of accelerating change are looking for ways to go faster, and managers in non-technical disciplines have become increasingly infatuated with the agile software development methodology. Agility sounds like a good thing, and agile marketing sounds like it must be better than regular marketing...but is it?
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