Agile coach Olaf Lewitz has performed many roles on project teams, from software developer to manager to change management consultant. Along the way, he has seen that building trust is a pervasive challenge. Here, he talks about how trust can be mentored by creating opportunities for people to question and choose. [23 min.]
When it comes to automating software release processes, there are inevitable challenges that must be overcome, starting with resistance from developers, testers and other stakeholders. Change management is critical. Here are some recommendations to help navigate this often difficult journey.
Large enterprises view Business Transformation as essential to their ability to compete, but struggle with execution, according to a new study by Oracle and Forbes. Here are key findings from the study, including the roles of innovation, risk, and project portfolio management tools.
Melanie Franklin’s new book presents an agile framework for planning and implementing change. She says Agile doesn’t just welcome change, it actively seeks it out. Here, she discusses what that means for project leaders, including the often overlooked importance of psychology, relationship-building and self-awareness in managing change. [24:20]
When aware of the different hidden costs of change, project managers can positively influence those costs — and minimize the disruption to their teams, creating a project environment where change becomes a force for good, rather than something to avoid or resist. Here are three best practices that will help.
Changes, even when they are for the better of your project, come at a price. But it can be difficult to measure the true cost. Let’s look at five types of hidden costs that change can bring to a project, from the schedule to team performance, and what we as project managers can do about them.
Change management typically takes a back seat to the technical aspects of most projects, often with dire consequences. Here is a four-step blueprint for improving the change capabilities across your organization, focusing on four building blocks: structure and governance; methodology; tools; and resources and competency.
A methodology developed by SAP in partnership with the University of Applied Sciences and Arts of NW Switzerland addresses the challenges of complex business transformations through an integration of strategy, value and risk management.
The best way to get people to change is for them to see it in action. Actions express priorities, and people-centered design facilitates this by focusing not just on what will change but how and why. It is a collaborative, visual change model that encourages questions and addresses the values and behaviors that fuel real change.
Organizations that are finding success at change management share a common set of practices, including standardized practices, diligent communication, and engaged sponsors and stakeholders, according to the latest PMI research.