Changing How We Change
In any organization, projects exist more or less uneasily alongside a functional structure that is predominantly concerned with business as usual. Issues such as the strength of the matrix, the separation of project governance from ongoing control, many aspects of resource management and the quality of project sponsorship continually crop up as problems for project sponsors and managers in organizations. Organizational change has long been the province of Organizational Development practitioners, often closely aligned with HR departments. Projects however, by many definitions, are essentially about change, and this has been reflected in a number of documents published by PMI during the past six months, including “A Practice Guide to Managing Change in Organizations”, “Why good strategies fail”, Strategic Initiative Management” and, most recently, “Enabling Organizational Change through Strategic Initiatives.” Behavioural factors play a crucial part in all projects, but most especially in those with a high change content. On the other hand, behaviour is determined to a large extent by context, which in turn depends on factors such as incentives. The management of both “hearts” and “minds” is essential for effective change. This webinar will draw on a broad-ranging body of research, coupled with the practice of leading organizations around the world, to suggest practical answers.
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