What does change management mean for project management?

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Topic Teasers Vol. 31: Change Rests On You!

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: We have a massive internal change coming, and lucky me…I get to head the project! We have tried this before and had to pull back because of negative employee reactions. I know that this time we need some change management processes, too, but who is responsible to do that part of the project?
A. The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.
B. The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.
C. The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..
D. Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.
Pick your answer then Test Your Knowledge!

Project Management: A Tale of Two Futures

by Mark Mullaly, Ph.D., PMP

Project management in practice struggles to evolve, and we consistently fail to take the actions we know we should. Human inertia is too strong an influence to ignore if we want the future of PM to be that much different than it is today. If it were to be different, however, where might it go? There are two overall directions that appear to be emerging, and each has advocates and detractors. Whether (or indeed if) one attains dominance will depend upon the intersection of many forces.

Portfolio Management from the PM's Perspective

by Andy Jordan

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.

Organizational Project Change Management Plan

deliverable

Some project changes are huge and impact three areas: people (staffing), process (the way things get done), and corporate culture. This document serve as the basis for an impact study of the effects change will bring.

Change HEADWAY Change Management Plan

PREMIUM deliverable
by Interthink

This document presents the detailed plan for integrating change in the organization. For small changes consider including relevant elements of the document to the Project HEADWAY Project Plan template. For medium changes consider the relevance of a lite Change Management Plan. For large changes complete the Change Management Plan and consider other elements to be added that add to the likelihood of the adoption of the change.

Change HEADWAY Change Management Plan

PREMIUM deliverable
by Interthink

This document presents the detailed plan for integrating change in the organization. For small changes consider including relevant elements of the document to the Project HEADWAY Project Plan template. For medium changes consider the relevance of a lite Change Management Plan. For large changes complete the Change Management Plan and consider other elements to be added that add to the likelihood of the adoption of the change.

Change it up!

by Lisa DiTullio
February 12, 2014 | 60:04 | Views: 233 | PDUs: 1.00 | Rating: 4.12 / 5

This session guides participants through simple techniques to drive change with minimal disruption to achieve tangible results. This session guides participants through simple techniques to drive change with minimal disruption to achieve tangible results.

Change it up!

by Lisa DiTullio
February 12, 2014 | 60:04 | Views: 233 | PDUs: 1.00 | Rating: 4.12 / 5

This session guides participants through simple techniques to drive change with minimal disruption to achieve tangible results. This session guides participants through simple techniques to drive change with minimal disruption to achieve tangible results.

The Connection between Change Management and Project Success

by Thomas Luke Jarocki
May 23, 2013 | 57:37 | Views: 268 | PDUs: 1.00 | Rating: 4.08 / 5

In this Webinar (Part 1 out of 3), we will sort through the various interpretations of what “change management” is, the pros and cons of how it is typically practiced, and how it can best compliment project management in helping to achieve “total project success.” Specifically, we will focus on: The need to adopt a broader understanding of “Project Success”; What is change management, and how it contributes to project success;  The fundamental principles (and enduring myths) of change management; The evolution of change management theories and approaches;  Current trends in change management; The compelling need for a more unified approach to project and change management

Project Management vs Change Management

by Thomas Luke Jarocki
June 06, 2013 | 59:56 | Views: 546 | PDUs: 1.00 | Rating: 4.09 / 5

Since many change management activities are anchored and/or triggered by project events, it is critical to properly integrate change management practices into the overall project life cycle. This means going beyond simply having distinct change management activities included on the project schedule, but instead finding the critical interdependencies and joint opportunities that exist between project management and change management. This will not only help to ensure that the right activities take place with the right people at the right time, but also serves to create a more unified and streamlined approach towards achieving total project success

EXPAND YOUR KNOWLEDGE

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