In Part 3 of our look at political challenges for portfolio-focused PMOs, we explore project delivery work and some of the political challenges involved.
As organizations experience on-going market pressures and workplace disruptions, determining how to lead change management is often challenging. In order for organizations to manage change in a sustainable way, a more strategic approach should be considered. Topics will include global macro trends organizations are facing today.
Closing Q&A webinar for April 2017 Book Club on Managing and Leading People through Change by Julie Hodges
Save Time With Tools + Templates
This template is used when project artifacts are reviewed by a review team and certain changes are being requested.
Change management requires continuous communication, active sponsorship, stakeholder buy-in and tailored training. Project leaders can use this spreadsheet-based assessment tool to evaluate their organization's change readiness and to provide guidance on better preparing for change initiatives.
Individuals or teams may react negatively to change for a variety of reasons, from lack of information, to fear or misunderstanding about the implications, among others. Use this worksheet to invite communication and develop an appropriate response that addresses concerns while conveying the need and vision for the change.
This simple PDF flowchart depicts the process of leading and performing the work defined in the project management plan and implementing approved changes and the deliverable to achieve project objectives. Use it as a visual refresher or teaching tool.
Learn From Others
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.
Complex projects can be intimidating. A good PM will help the team focus on its own work and not be overwhelmed by the bigger picture—but the PM has to strike that balance.
Why do you have to make things so complicated? Using buzzwords and bafflement as a tactic to gain approval is diminishing in practice, and PMs lead the way with their ability to analyze, educate and prioritize to get approvals right.
As a portfolio-driven approach to project delivery shifts the focus from outputs to benefits, changes become much more common and the organization needs to also shift from a control-based change management environment to a culture that empowers its project teams to make clearly communicated course corrections along the way.
Change is a team sport, and there are many different roles for people to play. With this in mind, the author has created a list to identify the 11 roles that are important to the forming of a balanced and successful change leadership team.
The closing Q&A webinar for our January Book Club on Managing the PMO Lifecycle was packed with so much information, the discussion continued afterward! Here, the author covers some additional questions and answers that came out of that session.
With all the effort and attention we spend on getting stakeholders and teams to accept change, how much attention are we paying to ourselves? Here’s a guide to examining your own response to change, which will, in turn, sharpen the context and understanding you share with others.
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