In recent years, executive leadership has come to a realization: The traditional “point of delivery” decision-making process for which project management practices to apply across thousands of ongoing projects, in multiple geographies and across different sectors is not achieving business goals. Read how one company affected change.
The debate over Waterfall and Agile is the wrong debate. Is project management ready for the Tsunami?
This webinar examines how the ideas underpinning the management of change should not necessarily be carved in stone and provides alternative possibilities that might positively disrupt its delivery.
In this energizing session Prof. Jeroen De Flander will uncover the three critical change levers each senior leader needs to master to successfully steer strategy to success.
Closing Q&A webinar for June Book Club on Project Management for Small Projects, Second Edition.
Save Time With Tools + Templates
Projects undergo changes due to various reasons at different stages and timelines. The change order log helps to record things in a simplified manner, giving brief details of the changes the project has undergone. The change order log can be used either for a project or for a portfolio. This one-shot template will record the event date with the impact on project schedule and cost.
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.
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.
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.
Most organizations experience high levels of change in their strategic projects. Sometimes that’s good, sometimes it’s bad. How do you know which is which?
What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.
Organizations are never static; there are constant changes by design and by accident. Making changes in the organization should be guided carefully and managed just like any other project.
Project management processes need to be redefined. We must bring in flexibility and adaptability to adopt changes for enhancing the benefits that were originally envisaged during the initiation of the project. Here we look at critical factors for effective project change management.
If you have always done something a certain way, no growth or development has occurred in capability. This is called stagnation, which breeds complacency, which often yields discontent. This in turn causes an increase in the errors associated with that activity. This is anything but productive.
This paper advocates for a shift in approach to change management, from the tactical to the strategic, in which change management is integrated into a project management framework for Enterprise Content Management (ECM) implementations. Preparing a client for change is a good business practice that makes strategic sense—both for the client and for the organization implementing the change.
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