What is organizational change?

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The Dimensions of Change in Requirements Management

by Victoria Cupet, Michael Frenette, Salah Haswah, Thea Hughes & Leandro Mingoti

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.

Organizational Culture and Its Effects on Project Management

by Sunil Raikhanghar

Organizational culture is made up of the attitudes, values, beliefs, and behaviors of its employees and underlying assumptions. If an organization’s culture is not supportive of project management, project management tends to be viewed as an additional burden and interference to the daily work. If there is no effective project management office and no standard processes, procedures, measurement, and organization culture across projects, projects will operate differently from one project to the next as well as from one department to the next. Project culture within an organization can essentially can make or break the projects undertaken by that organization.

Effecting Corporate Culture Change through Project Management Methods

by James G. Trexler

The author presents a case study detailing the attempts of a company to bring accountability to its inefficient IT operations. After several failed attempts, organizational change is achieved through the establishment of a project management office (PMO). The benefits realized through creation of the PMO are explained along with lessons learned.

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.

Building Bridges: The Integration of Acquired Companies

by Nancy Kramer

There are many aspects to the successful integration of acquired companies. This paper suggests considerations and approaches to establishing the stakeholder connections. The optimal situation is for the project manager to be part of the main acquisition integration team; this article focuses on this scenario, with a separate set of suggestions for other scenarios.

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.

Motivating Change Across Cultures by Dr Keely Killpack

by Dr Keely Killpack
January 23, 2014 | 60:58 | Views: 824 | PDUs: 1.00 | Rating: 5.46 / 7

This interactive and fun session will focus on tactical experiences motivating change across multiple geographies and cultures. Dr. Keely Killpack will share stories from two large software implementation projects and how she approached communication activities in various regions of the world. She will also share some useful tips & tricks from her specialization in work motivation. Participants will leave the session with helpful tools to motivate change more effectively across cultures or geographies.

Avoid the Three Major Mistakes of Organization Wide Change

by Barbara Trautlein
April 30, 2012 | 45:46 | Views: 503 | PDUs: 1.00 | Rating: 5.66 / 7

From new technologies to product launches to process improvements, today’s organizations are constantly under pressure to execute change. According to estimates nearly 70% of changes fail, resulting in financial loss and employee cynicism. As a portfolio, program, or project manager, your career progress hinges on your ability to lead successful and sustainable change.

Changing How We Change

by Dr. Terry Cooke-Davies
April 17, 2014 | 61:60 | Views: 1,366 | PDUs: 1.00 | Rating: 5.47 / 7

Behavioural factors play a crucial part in all projects, but most especially in those with a high change content. Behaviour is determined to a large extent by context, which in turn depends on factors such as incentives. The management of both “hearts” and “minds” is essential for effective change. This webinar will draw on research and practice to suggest practical answers.

Overview of Managing Change in Organizations

by Steve Garfein
August 15, 2013 | 59:59 | Views: 205 | PDUs: 1.00 | Rating: 5.57 / 7

Projects and programs by their very nature cause change, and the most sophisticated organizations are acknowledging that all strategic change happens through projects and programs. Project, program and portfolio managers who want to help their organizations be successful are ensuring they have the skills to manage change as part of their talent portfolio. The change management practice guide helps project and program managers build the capability to successfully identify change elements and account for them within the project/program plan. It identifies effective change management practices and how they can be applied in organizational project management, as well as to portfolio, program and project management.

Organizational Change to a Project Oriented Culture

by Michelle Stronach
July 10, 2012 | 74:47 | Views: 267 | PDUs: 1.00 | Rating: 4.83 / 7

This presentation will discuss how organizations make the culture shift to adapt to a more project management oriented mindset. Illustrated by examples from the private and public sector, the presentation will focus on the people side of making change happen. Participants will take away ideas examining current culture to identify what and identifying what needs to change, how to tie change to into existing capabilities and how to measure success.

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