Take advantage of the long months of 2020 to look at change management differently. There is a practice you can use to enhance all of your existing change management activities: habits! Here are six habits to encourage positive change in your projects and beyond.
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Organizations are the ultimate work-in-progress project—one that is constantly evolving, changing and transforming in order to achieve its goals. In that context, it’s easy to see why an organization would need project managers who can embrace moving targets and continuously adapt to changing needs.
New perspectives on change management have significant implications for project managers. Identifying, understanding and aligning with them is the best way to meet stakeholder needs and enable project results delivery. Here are seven change management trends that will affect how project managers lead their projects.
変更管理に関する新しい視点は、プロジェクト管理者にとって重要な意味を持っています。 ステークホルダーのニーズを満たし、プロジェクト結果の提供を可能にする最良の方法は、それらを特定し、理解し、調整することです。 ここでは、プロジェクト管理者がプロジェクトをどのように導くかに影響を与える7つの変更管理傾向があります。
In many transformation initiatives, there is a disconnect between top and bottom — that is, the executives mandating the change and the teams adapting it. Vertical slicing is a cross-functional, cross-level approach that removes communication barriers and leverages interconnected change agents throughout the organization to test and validate decisions.
The author’s team conducted a business process review to analyze a large database of changes. The benefits from the resulting change management system outlined in this article, including reduced change order processing times, better definitions of team member roles, and empowerment of the people closest to the action, contributed to improved project quality.
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.
For organizations and teams, change is a factor whether it is intended to be or not. Making change part of the DNA of the organization is difficult—but can provide great rewards.
Any software implementation should enable or enhance a business process. Unfortunately, many organizations mistakenly believe that the technology itself is the solution. In reality, it is at best 10 percent of the value equation — the other 90 percent is based on the human factor.
Change initiatives can be mentally and physically taxing because it is more challenging to be in a “mindful” state of learning something new than in a “mindless” state of doing the familiar. Physical or cognitive “nudges” help — not by forcing adoption of new ideas, but by creatively eliminating obstacles so that it happens naturally.