Organizational change management is a team effort. To fully realize the benefits and maximize value, executives must lead the initiative. This article discusses how project professionals can overcome the difficulties of successfully implementing a business change.
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Project managers are key players in organizational transformation. You can stand out as an effective change agent during these high-profile projects if you prepare for unique transformation project realities.
When you make the effort to determine if a project is actually complex, you can often figure it out pretty quickly based on a combination of the following criteria…
Managing organizational change is one of the big, hairy elephants in the room when we manage projects. It is one we all recognize and know about, but that we struggle to deal with effectively--or even sometimes to discuss. Why this is, and why this should be, is a bit of a mystery.
What happens when a company is acquired by a larger entity that fails to provide adequate leadership support with the resulting loss of corporate culture? Self-inflicted wounds can be avoided with a working project management framework, proper governance and a customer-centric focus.
Having managed multiple organizational change projects in several companies, this practitioner has experienced first-hand how change affects the individual employee—and how it can disrupt operations if not handled well. Here she summarizes lessons learned from successful and unsuccessful change projects so that others can benefit.
Every project has those slow periods, the times when nothing seems to be happening. Should we just accept that certain times of the year are just quieter and less productive? No! Those are the times project management can really make a difference.
Every project manager wants to have full command over a team of high performers. But in a weak matrix organization, it can be difficult to fulfill such demands. This article discusses the routine demands experienced by a project manager in India or workshare coordinator, and also provides a constructive way forward to handle these concerns effectively.
Recognizing the need for and benefits of a tailored methodology helps an organization instill discipline and consistency in the ways in which project managers manage change delivery. This article explains the benefits of implementing a customized methodology, the factors that affect the ways in which it undertakes these changes, components of a project management methodology, the stages of its implementation, and a few points for avoiding pitfalls.
An organization's project management maturity is a key success indicator, but only if companies know how to gauge it. This article explores how organizations can take several steps to effectively measure maturity. It explains how organizations need to balance their efforts to increase project management maturity with the need of ROI. In addition, it identifies five steps for evaluating maturity. The article then looks at some of the pitfalls that can skew the results of a maturity assessment, particularly those that emerge from both conscious and unconscious efforts on the part of those involved to paint as positive a picture as possible. It also explains how employees believe a maturity assessment is audit-focused on compliance and dispels that myth. It then provides several tough questions that organizations may have to answer once the maturity assessment is completed.