Human resource-related projects can be high visibility and affect a large number of employees. Understanding organizational change management critical success factors will help you monitor effectively—and focus the attention of your project team on the highest-priority risk areas.
Diagnosis in change management: Utilizing data collection techniques as an input to change management
This webinar explains how to employ qualitative research techniques in a change management scenario as a first step in the change management process.
In this presentation, Simon will demonstrate a practical and transparent approach to risk assessment, analysis and management, that allows risk to be usefully described and incorporated in the change process to increase awareness and ensure achievable benefits, costs and timescales. The presentation focuses on the project manager’s role in ensuring that the team collaborate and honestly express their beliefs about the risk to the benefits, costs and time-scales of the change initiative, as well as the project manager’s role in using the risk assessments to set realistic expectations and drive the change efficiently and with an awareness of the risk it faces.
Each year, PMI’s ‘Pulse of the Profession” Reports describe the money lost because of failed projects. In 2016, for example, it showed $122 million was lost for every $1 billion spent – a large number. This webinar focuses on a solution – one that requires a major culture change with guidelines on its implementation.
This presentation addresses the effect of change within an organization and offers suggestions about how to plan for change in creative and innovative manner that will encourage buy in among those affected by change and a willingness to collaborate. The session will provide suggestions about how to involve the entire organization, and how to minimize the fear and anxiety generally associated with change.
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.
Over the years, this practitioner has found that when working on long-term initiatives or on multi-phase projects that never seem to come to fruition, it is worth doing a few things to stay on track.
By their very nature, compliance projects should be regarded as strategic—as non-compliance could lead to far-reaching implications for business survival and continuity management. But they pose unique challenges for project managers...
For organizations and teams, change is a factor whether it is intended to be or not. Making change part of the DNA of the organization is difficult—but can provide great rewards.
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.
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.
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