Change management is the practice of tracking and administering changes during a product or service development and is a vital part of project management.
This article focusses on sharing some insights on what to expect in these large and complex projects, how to handle them and what makes or breaks the programme.
It is never fun to make changes, especially amidst a big project, but at times change is necessary. These tips will help ensure all bases are covered.
Change orders are hard to bring before a customer. Here's how to leave no question in your customer's mind that you and your team know what you're doing.
What to do if your customer gets cold feet before project go-live and asks to make last-minute changes that increase the risk of problems when you launch.
Changes requested can be the result of external changes in a business or internal changes because the original aims of the project were not clearly understood.
Change control is an important part of the project management process. With the pace of change today, it is almost certain that projects will face the demand for change during their life.
What are the three key characteristics the most effective leaders demonstrate when required to sustain a change agenda over a multi-year journey.
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Are you tired of hearing people say the only constant is change? We need to keep saying it to remind ourselves we have to always be ready to keep changing.
The failure rate of significant change projects is about 70%. Here's a brief summary from a cross section of sources that reveal the horror of it all.
There is no such thing as change control. Yes, you read that correctly. The idea that we can control change is a myth.
Using the Change Management Life Cycle methodology's three phases, provides organisations with a framework for creating an environment for lasting change.
No matter how well a project is planned and how well the requirements are defined, there will always be requests to change something about the project.
If you feel like your change initiative is getting stuck, review these three myths and you might find the reason you're stuck in a rut.
Any organisational initiative that creates change, or has a major change element to it, has a 70% chance of not achieving what was originally envisaged.
Project managers can accept all projects need to change during their life cycle, but sometimes changes can get out of hand and end up derailing the project.
Setting up a systematic and common approach to change is vital. This article outlines the approach and steps needed for change management and ultimate project success.
A recent survey by McKinsey of 3,199 executives around the world found that only one in three organisational transformation or change projects succeeded. So, what can be done?
Implementing process change is a risky business, fraught with uncertainty and unknown cost. Discover how Process Simulation Modeling (PSIM) can help you zero-in on the changes that will deliver a positive ROI.
Creative problem solving is a method of finding innovative approaches for problem resolution. The problem may be any of a number of situations or needs.
Change management strategies that fail, often do so because of poor project management. Don't let that happen to you.
Why is there resistance to change? Are people just naturally perverse, or are there concerns which if understood and correctly dealt with will create the buy-in required.
Managing change requires a leadership team with project management, communication and analytical skills with a high degree of results orientation.
Are you trying to simultaneously push and pull an organisation? Don't waste your energy and the goodwill of your customers on Push-Me Pull-You Projects.
Resistance is a key element in why change fails, yet resistance can be principled and creative as well as from vested interest.
In the absence of personal control of events, everybody hates change. A failure to remember this fundamental insight is the root cause of a great many failed projects.
Effective leaders help others to understand the necessity of change and to accept a common vision of the desired outcome. John Kotter