Many projects do not fail due to technical reasons. When project outputs get transitioned to operations and the resultant changes go live, there is a huge resistance from the impacted functional organizations (especially for projects such as system integration, process improvement, and enterprise transformation).
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When you think of change management as a product, you ask yourself different questions: Do people who work here know how to use change management? Is it simple? Complex? Is it obvious how it works? What’s fast about it? What’s slow about it? Are there bugs? What’s broken that we can quickly fix and what’s going to take a long time?
If the project manager wants to implement lasting changes, this webinar will help to understand these processes and offer a glance over formal tools and methodologies to manage all the complexity involved.
In today’s Volatile Unpredictable Complex and Ambiguous (VUCA) environment, leaders that want to deliver extraordinary results, require a fundamentally different approach to change management.
Workplace change has never been at a higher rate or faster pace than now. PMOs, leaders and their teams grapple with multiple disruptions, from mergers and acquisitions to restructuring, pandemics, and digital transformations. In today’s dynamic environment, being successful in change is not about being perfect; it’s about being fast and effective so you can move on to the next task or issue—the speed of execution matters. Adopting one 80/20 action to address common project challenges is the best strategy. It gives you 80 percent of the results in 20 percent of the time. In this upbeat and interactive session, we will discuss how you can apply the 80/20 rule to focus in on one action to navigate the tasks and common situations that Project Managers typically encounter during a transformation project.
How does your organization define project success? In order for a project to be truly successful it must deliver its anticipated ROI/business objectives.
An exploration of how companies can begin using change management principles to increase project effectiveness in times of significant change. The presentation will focus on change management, as well as stakeholder and sponsor management.
It used to be thought that with the right reasons, humans would do as reason dictated. That proved false. Then it was believed that emotions mattered. True, but also a completely insufficient answer. To change behavior, we need to get to grips with the phenomenon of habit (sometimes our ally, but often not!)
Programs and projects are done for customers, whether internal, external, or hidden, and in our work, we need to actively engage customers to focus on them for business value. Our goal is to anticipate customer requirements and involve customers from the beginning and after program and project completion.
All nonprofit organizations have visions, but their visions without plans are just dreams. Chapters and project managers have the talents to make these dreams come true. We will describe the processes and tools used by the AA-PMI chapter to plan and execute successful projects and the differences these projects have made the community, the chapter and its members.