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.
Closing Q&A webinar for June Book Club on Project Management for Small Projects, Second Edition.
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.
In order to fully complete a project on-time, within budget and with the available resources, the project leads and managers must tenaciously drive to influence the appropriate people at all levels of an organization to take action. Having excellent communication skills becomes of paramount importance to successfully achieving that result.
Sustainability and the circular economy are fast becoming a reality, impacting all business entities. As a result, the industrial realm has been working hard to improve its historic reputation and change operating and management practices. But, particularly when many sectors continue to experience extended market fluctuations and economic impacts, it can be difficult to engage and sustain momentum on improvement 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 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.
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.
Addressing seven common risks can help companies better prepare for transformational programs, save time and money, and lay the groundwork for a positive return on investment.
Digitization has fundamentally altered the essence of business and our personal and professional lives. Organizations need to create appropriate goals when it comes to digital transformation--and a clear leader must establish a vision of the future that includes the path that will be followed to get the organization there.
The failure of a “successful” project came as a shock to an experienced PM. Turns out that managing projects according to the triple constraints alone is not enough.
A recent trip to South Africa had this writer pondering how the actions and teachings of Nelsen Mandela correlated to an eight-stage process for creating major change in project management.
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