Many changes in the business and technology world are undertaken explicitly to drive or support increased volumes: more clients, new services, or greater use of existing ones. Even small changes can drive huge changes in usage. Here are some examples of project nightmares that might have been alleviated, if not entirely avoided, if more attention had been given to the volume outcome.
The ability to balance consistency and flexibility is a significant factor in achieving success on dynamic, complex projects. Methodologies, standards and procedures must be adapted in a way that promotes — and sustains — optimal performance in a variety of changing conditions.
The building of capable project management processes and the transformation of a company’s project management culture go hand in hand. Project management offices and the standard known as OPM3 should play a lead role in accomplishing both.
It is said the only thing constant is change, but it could also be said that change is constantly avoided, denied and feared. Like it or not, when it comes to change, project managers are usually right in the middle of it. Here is a three-step approach to help you lead in tumultuous times.
An international IT project management veteran (and poet) shares some thoughts on the importance of change management, including why so many companies do it poorly and how it can enhance instead of stifle creative thinking. Indeed, embracing projects in flux is the only way to move your agenda forward in turbulent times.
With an Agile approach to performance improvement, people are seen as the source of value, rather than the problem that needs fixing, and tools and processes are designed to free teams to perform the irreducible activities that only people working together can accomplish. Here are some best practices for aligning the needs of people, teams and organizations.
Change champion Pamela Gladwell shares some timely insights and best practices, including dealing with various forms of resistance and how the current economic crisis will impact change management initiatives.
On organizational change initiatives, leaders must engage people at all levels by involving them in the design of the implementation strategy and its execution. Here is a three-phase Organizational Change Management Lifecycle methodology for successfully managing your next change initiative.
In part of three of our series on a managing change and decision-making, we describe three processes — diagnostic, framing and oversight — that incorporate four key principles: agreement, integration, relevancy and accountability.
Here is a framework that can help project managers guide the decision-making process with stakeholders on major change initiatives. Encouraging a broader perspective on the short- and long-term impact of changes — from people and processes to business and technology — it addresses four domains and 18 factors.