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.
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Projects involving organizational change pose a challenge for project professionals leading virtual teams. This article discusses how project managers can navigate virtual team members through change, whether large or small. In doing so, it reports the results of the 2011-2012 Towers Watson study, Clear Direction in a Complex World, which shows that organizations that are highly effective at change management and communication are twice as likely to outperform their peers and eight times as likely to continue to exhibit new behaviors after a change is complete.
For all of those who claim that we need to get better at change management, this expert has some bad news for you: You can’t actually manage organizational change. The solution? We need to think about change from the outside in.
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.
When launching a significant change initiative, one of the biggest mistakes leaders make is to view the change as an event that happens at a single point in time. In reality, effective change is a process that involves a series of “conversations.” Here are five guidelines for successfully navigating the people side of change.
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.
As a portfolio-driven approach to project delivery shifts the focus from outputs to benefits, changes become much more common and the organization needs to also shift from a control-based change management environment to a culture that empowers its project teams to make clearly communicated course corrections along the way.
There seems to be two camps when it comes to the subject of change management. The first camp is those who view change management from an organizational perspective. The other camp views change management through the lens of project management.
Motivating an organization to incorporate earned value into their culture is an exercise in change management. Effectively managing change isn't an easy process--and rolling out EVA throughout an organization can be challenging. Applying the following change management activities to your EVA implementation can help improve its adoption.
Ignoring the people side of change is perilous — to budgets, timelines and, ultimately, project success. Recent research points to three leading change management success factors, built on a foundation of active executive sponsorship and open communication.