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313 items found

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13th Annual Change Management Conference Wrap-up

by Braden Kelley

Recently, Braden had the opportunity to attend the 13th Annual Change Management Conference hosted by The Conference Board. The event represented a convening of 200-plus change management professionals from around the United States. Here he shares the key takeaways.

4 Reasons Change Initiatives Fail

by Emma Weber, Patricia Pulliam Phillips and Jack Phillips

Change initiatives rarely get people to actually change their behavior because of four key factors: no ownership of the change; little understanding of what’s needed after the change; loss of control for those involved in the change; and little appreciation of the difference between reinforcement and reflection.

6 Keys to Drive Change, Growth and Innovation

by Michael Wood

Organizations are the ultimate work-in-progress project—one that is constantly evolving, changing and transforming in order to achieve its goals. In that context, it’s easy to see why an organization would need project managers who can embrace moving targets and continuously adapt to changing needs.

7 Change Management Trends Project Managers Need to Be Aware Of

by Phil Buckley

New perspectives on change management have significant implications for project managers. Identifying, understanding and aligning with them is the best way to meet stakeholder needs and enable project results delivery. Here are seven change management trends that will affect how project managers lead their projects.

A Better Slice of Change

by David Dame

In many transformation initiatives, there is a disconnect between top and bottom — that is, the executives mandating the change and the teams adapting it. Vertical slicing is a cross-functional, cross-level approach that removes communication barriers and leverages interconnected change agents throughout the organization to test and validate decisions.

A Change Management System Based on Pareto’s Law

by Al DeLucia

The author’s team conducted a business process review to analyze a large database of changes. The benefits from the resulting change management system outlined in this article, including reduced change order processing times, better definitions of team member roles, and empowerment of the people closest to the action, contributed to improved project quality.

A Decision-Making Framework

by Drew Davison

Here is a framework that can help project managers guide the decision-making process with stakeholders on major change initiatives. Encouraging a broader perspective on the short- and long-term impact of changes — from people and processes to business and technology — it addresses four domains and 18 factors.

A DNA of Change

by Kenneth Darter, PMP

For organizations and teams, change is a factor whether it is intended to be or not. Making change part of the DNA of the organization is difficult—but can provide great rewards.

A Fool With A Tool

by Michael Menard

Any software implementation should enable or enhance a business process. Unfortunately, many organizations mistakenly believe that the technology itself is the solution. In reality, it is at best 10 percent of the value equation — the other 90 percent is based on the human factor.

A Nudge to Innovation

by Linda Rising and Mary Lynn Manns

Change initiatives can be mentally and physically taxing because it is more challenging to be in a “mindful” state of learning something new than in a “mindless” state of doing the familiar. Physical or cognitive “nudges” help — not by forcing adoption of new ideas, but by creatively eliminating obstacles so that it happens naturally.

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