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122 items found

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Change HEADWAY: Planning As If Change Mattered

by Mark Mullaly, Ph.D., PMP
August 16, 2011 | 67:05 | Views: 338 | PDUs: 1.00 | Rating: 4.21 / 5

Projects are hard enough when the focus is on getting the technical result produced, on time, on budget and to specification. When we add in the complication of getting that used, however, the challenge becomes much more significant. Organizational change requires the evolution of structures, roles, responsibilities. processes and - above all - behaviors. It is all about getting people to work in new and different ways, and to embrace why they need to make this change.

Change HEADWAY: Planning for Change: Incorporating Change into a Project

by Craig Curran-Morton
January 20, 2009 | 60:15 | Views: 1,359 | PDUs: 1.00 | Rating: 4.10 / 5

We all know that detailed planning is essential for good project management. What we often don't realize is that even stronger project management practices also include planning for change management. As project managers, we should incorporate change management activities into our project management plans to increase the likelihood that our projects will have lasting, long term success. This gantthead Change HEADWAY webinar will examine the key change management activities you should consider and how they will impact the project. Join us - it might change your perspective.

Change HEADWAY: Preparing for Change: Knowing When the Organization is Ready

by Craig Curran-Morton
December 16, 2008 | 59:40 | Views: 1,246 | PDUs: 1.00 | Rating: 4.10 / 5

Projects are about change: changing locations, changing technology, changing people, changing processes. Successful change is, in part, about doing a project at just the right time. So how do you know if your organization is ready for your project? How do you know if the timing is right to ensure a successful project and successful change? This Change HEADWAY webinar will focus on how change management techniques can be used to understand where your organization is at prior to embarking on the project.

Change HEADWAY: Selling the Dream: Develop a Effective Change Story

by Marguerite LeBlanc
February 15, 2011 | 58:02 | Views: 654 | PDUs: 1.00 | Rating: 4.14 / 5

As project managers we often have projects handed to us. We are often not involved in defining the compelling reason to make the change or do the project. Our involvement often begins with a: “Hey Sue, would you take this one on?” And off we go to plan and deliver the project, sometimes in a bit of a vacuum that can bite us along the way.

Change HEADWAY: The Value of the Lessons Learned Exercise: Gaining Understanding From Our Projects

by Craig Curran-Morton
February 10, 2009 | 60:23 | Views: 1,351 | PDUs: 1.00 | Rating: 4.00 / 5

Every project has a story to tell and from each story comes the chance to change and improve the way we do the next one. Unfortunately, and for a variety of reasons, we don't often take this opportunity as we rarely complete lessons learned exercises and integrate their results. It can be a very powerful learning tool for individuals, teams, and organizations to examine what went well and what didn't. A good lessons learned session is more than just an exercise in asking questions. It is about the willingness to hear the answers and make the necessary changes to avoid the same problems on current and future projects. It is not about finger pointing. It is about collectively assessing opportunities to build stronger projects. This Change HEADWAY webinar will explore what makes a good lessons learned discussion work.

Change HEADWAY: Verbal Hand Grenades: Words and Their Impact on Change

by Marguerite LeBlanc
November 16, 2010 | 54:42 | Views: 1,265 | PDUs: 1.00 | Rating: 4.07 / 5

Even when speaking the same language, we all interpret words in our own way, with our own filters and supported by our personal or organizational context. We sometimes forget that others may define or react to the exact same word much differently than we do. In addition, organizations and areas within organizations may use and interpret the same word differently, depending on the context. As project managers, we don’t always understand the impact various contexts and these different interpretations can have on an organization’s ability to successfully implement change. As such we may find ourselves dodging verbal hand grenades – terms that can blow our organizational change projects right out of the water!

Change HEADWAY: What is Change Management?

by Craig Curran-Morton
November 18, 2008 | 60:22 | Views: 1,742 | PDUs: 1.00 | Rating: 4.18 / 5

As a project manager, you will typically focus on bringing the project in on time, on budget and to the approved scope. Your focus is making sure you and your team are accomplishing what you have been tasked to do given the constraints in place. However, organizations are increasingly measuring project success not simply against the on time/one budget criteria, but also against how much and how well the product of a project is being used. One of the emerging disciplines that project managers can use to assist them and really integrate the project's product into the organization in a sustainable way is Change Management. Change Management is viewed more and more as critical to project and organizational success. In this Change HEADWAY webinar, we will be examining the change management process from a project manager's perspective to understand how change management can impact all aspects of your project.

Change Intelligence Book Club Wrap Up Webinar

by Barbara Newman
May 08, 2014 | 60:47 | Views: 289 | PDUs: 1.00 | Rating: 4.23 / 5

Summation of our discussions and key points with our author. All are welcome, please ensure you have read the book Change Intelligence

Change Intelligently® Lead Yourself and Your Team through the A.R.C.s of Change and Crisis

by Barbara Trautlein
August 05, 2020 | 66:29 | Views: 2,378 | PDUs: 1.00 | Rating: 4.63 / 5

As our gut-wrenching experience with COVID-19 demonstrates and neuroscience validates, unexpected, unwanted, and undeserved change can plunge us into fear/threat mode, causing the good stuff that feeds our brain (oxygen, glucose) to rush past our necks so we can fight/flight/flee, robbing us of the cognitive capacity to think clearly and creatively. During the stress of change, when our IQ inevitably goes down, building our CQ® (Change Intelligence®), is like putting our own oxygen mask on first. We remember to breath, separate our knee-jerk, fear-based reaction from a more mindful response, and remember that we have options – and the more options we have, the more power we have.

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