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.
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What can organizations do to strengthen their project delivery environments as they head into a critical year? How can they prepare that environment—and the people in it? It will require that resilience is built in to how projects are delivered.
The benefits of disciplined project management have been proven by many years of practice in various industries, for different types of projects and team sizes. This article will cover some of the specific challenges facing project managers who run business-consulting projects. There are many different types of consulting projects— engineering-centric, strategy-focused, human resource related, and so forth. This article concentrates on discussing business-consulting projects (when a consulting company is brought in to solve a specific business problem). A typical project has two important characteristics that drive additional challenges from the project management perspective: 1. Relatively short project duration (<6 months) 2. Highly variable scope/deliverables
Business transformation has always been disruptive. But as it becomes more frequent, the need to manage and minimize that disruption has become even more critical. How do organizations do that?
Proper business analysis is one of the most underutilized disciplines within organizations today. What tools and techniques work well together for doing enterprise-level BA initiatives?
Merger-and-acquisition-related projects pose daunting challenges to executive leaders, not the least of which are conflicting agendas and compressed timelines. Understanding and anticipating four “enduring M&A realities” can smooth the transition and help companies achieve the intended strategic benefits.
Challenges of Project Management for the Integration of Organizations Into Mergers and Acquisitions Processby
This article examines the processes of mergers and acquisitions, with a focus on programs and projects for the integration of the companies. It analyzes the main reasons for success and failure and considers the mistakes to be avoided, within the context of the concepts and processes for managing projects and programs of A Guide to the Project Management Body of Knowledge (PMBOK® Guide)-Fourth Edition, as well as on the basis of reports and experiences of companies that have experienced complex integrations. Project managers are challenged to deal with issues such as cultural influence, strategy, planning of the integration, and especially the management of people, as crucial elements to the success of these projects.
When managing change initiatives, project leaders and stakeholders must consider the impact the planned changes will have on a variety of factors throughout the business environment. This “project world view” includes external relationships, products and services, technology and much more. Here’s a framework to follow.
Change initiatives can come about due to various reasons, but for all of them, the need to successfully complete an effective change program is paramount. Knowing how an organization views change--and its tolerance toward change--is a quick indicator of how the change initiative would be accepted and supported.
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.