How can one successfully change the culture of an organization or an entity to think and act differently? When one thinks about organizational change and the subsequent consequences, you must ask the question, "Why should I go through this change and the hassle and stress that come with it?" The answer is very easy--the long-term benefits outweigh the short-term risks.
Projects and programs are the vehicles of change, and because of this, facilitating organizational change adoption should be a critical component of any project or change initiative. After all, change adoption is a necessary prerequisite that sets the stage for project driven benefits, ROI, and organizational value.
We accept technology into our lives without question. We know something new will emerge soon and we know that society expects us to adopt and adapt when the next new thing shows up. We accept it. Often we welcome it. Thanks to technology, we are saturated with change. You’re working on a project that will introduce more change. In fact, your measure of success is user adoption, and if your users don’t accept your change then your project will fail. Technology has shifted our change thresholds for better or worse. As project managers we have to deal with that. We will journey down a slightly different path of change management and user adoption. We’ll explore the impact of technology in shifting change thresholds. While a change management plan focuses on managing changes in such a way as to achieve the best outcome, you’ll learn how to create an adaptability plan, which focuses on the people being impacted by the changes, including individual and group needs required for success.
Please join us for a discussion on Change Management and get a glimpse into some of the key themes to be presented in this content area at PMI Global Congress 2015 –EMEA. Topics to be discussed include, managing change, the role of sponsors, emotional intelligence, change intelligence and cultural intelligence
The technology sector is the fastest changing sector globally. With so many changes succeeding one another in organizations, it is important for project managers to engage people to make the transformation successful. Change already defies people, so it can be a challenge to engage people for transformation projects from start until delivery.
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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.
The change management plan is a component of the project management plan. It describes how change will be managed on the project. Use this template to help guide the process.
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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.
The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.
Putting a well-documented change management plan in place can reduce the problems associated with scope creep, while at the same time establish a timeline of activities. By having your organization establish its own change management plan, clients have a method through which they can submit change requests for product fixes and enhancements.
Change to a project means the potential for resource relocation, budget mishaps and delayed deliverables. It is important to have an evaluation process in place for the change requests that come in. Setting these guidelines will ensure that everyone is on the same page and responds to change requests unanimously.
Although requirements define the desired state of the organizational change, they are themselves subject to change. Regardless of the whether a project is using a traditional or adaptive framework, controlling changes through established processes is necessary. Learn about four steps to create a common vision and get the necessary commitment and compliance from the involved stakeholders.
Ready to test your change management skills? Read “The Big Switch”, an interactive story that shows the importance of managing change. You’re the project manager of a print magazine that’s going digital, and your decisions determine whether the project succeeds or fails.
Many organizations fail to recognize that they are driving significant change to a PM’s job--and even fewer do anything to try and make the transition a constructive one. Here, we look at portfolio management in terms of the impact on PMs--and offer some guidance on how to help ensure that those PMs are champions of the evolution rather than resistors.
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