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333 items found

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Agile 101: Change Companion

by Jas Chong

Many organizational change initiatives are undone by lack of buy-in, fuzzy goals or basic human fatigue and resistance. A better of understanding of some basic agile concepts such as minimum viable product, short release cycles and feedback loops can be helpful in overcoming these pitfalls when leading transformative projects.

Change Enablers

by ProjectsatWork.com

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.

Topic Teasers Vol. 31: Change Rests On You!

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: We have a massive internal change coming, and lucky me…I get to head the project! We have tried this before and had to pull back because of negative employee reactions. I know that this time we need some change management processes, too, but who is responsible to do that part of the project?
A. The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.
B. The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.
C. The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..
D. Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.
Pick your answer then Test Your Knowledge!

Challenges of Project Management for the Integration of Organizations Into Mergers and Acquisitions Process

by Durval Carvalho Avila Jacintho

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.

Building Bridges: The Integration of Acquired Companies

by Nancy Kramer

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.

Portfolio Management from the PM's Perspective

by Andy Jordan

Many organizations fail to recognize that they are driving significant change to a PM’s job--and even fewer do anything to try and make the transition a constructive one. Here, we look at portfolio management in terms of the impact on PMs--and offer some guidance on how to help ensure that those PMs are champions of the evolution rather than resistors.

Business Consulting Project Life Cycle

by Vladislav Krasnov

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

Reinforcing Project Management in Functional Organizations with Business Process and Change Management

by Shu-wing Pang

Organizational structures are an important enterprise environmental factor affecting the effectiveness of project management. Through a literature review and an actual business case, this article reveals how a functional organization structure limits project management practice. The article will then illustrate how proper business process and change management initiatives can be adopted to enhance the values of project management under such an organizational structure.

Effecting Corporate Culture Change through Project Management Methods

by James G. Trexler

The author presents a case study detailing the attempts of a company to bring accountability to its inefficient IT operations. After several failed attempts, organizational change is achieved through the establishment of a project management office (PMO). The benefits realized through creation of the PMO are explained along with lessons learned.

Managing Changes Using Standard Practices

by Omar Ali Beg

Project management practitioners will face many change management challenges. The main purpose of this article is to provide standard guidelines, including change request templates, to project, program, and portfolio managers on how to implement an integrated change control system in their organization.

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