All strategic change happens through programs and projects.
Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project
This is why we launched Managing Change in Organizations: A Practice Guide, a complementary document to our foundational standards.
Change management practices have been embedded within our practice standards and professional credentials for many years. Explore PMI’s resources on this important facet of project management.
Marge Combe of Vernal Management Consultants, LLC, explains why it’s important for organizations to perform a change readiness assessment when launching a project or program. She suggests organizations evaluate their capacity, commitment and culture to uncover hidden factors and influences that may impede change implementation.
By Victoria Cupet, Michael Frenette, Salah Haswah, Thea Hughes, and Leandro Mingoti
Although requirements define the desired state of the organizational change, they are themselves subject to change. Regardless of the whether a project is using a traditional or adaptive framework, controlling changes through established processes is necessary. Learn about four steps to create a common vision and get the necessary commitment and compliance from the involved stakeholders.
This whitepaper explores how an organization’s change agility—its ability to quickly and effectively focus and implement change—paves the way for successful strategy implementation. Author Marge Combe of Vernal Management Consultants, LLC affirms that organizational change agility is a crucial strategic enabler and worthy of intentional nurturing by every organization.
This whitepaper is a companion to Change agility: Readiness for strategy implementation. Author Marge Combe of Vernal Management Consultants, LLC, takes the concepts presented in her first white paper and provides practical suggestions you can use to assess change agility at your organization.
In 2009, after undergoing a merger and appointing a new CEO, global healthcare company GSK, in London, UK, decided to adopt a new organizational approach to change. To accomplish this, it launched the Accelerating Delivery and Performance (ADP) program, which combines approaches derived from project management as well as Organizational Development (OD) and Lean Six Sigma (Lean Sigma). By taking sections from each of these disciplines, GSK was able to create an approach that could sufficiently support its ambitious strategy.
A lack of focus on talent management, standardized project management and strategic alignment can constrain an organization’s change capacity, leading to poor project performance. Learn how to manage change saturation and drive your organization’s capacity for change in this PMI-commissioned White Paper by James H. Harrington, CEO of Harrington Associates and Frank Voehl, Strategy Associates.
PMI Pulse of the Profession® In-Depth Report
Successful implementation of strategic initiatives is critical for organizations to enable sustainable change. PMI’s in-depth report looks at three practices used by organizations highly effective at organizational change management to improve performance and help them gain a competitive advantage in the midst of today’s volatile global economy.
Change management resource library
Explore additional resources on change management, including a variety of white papers, congress papers and articles by leading experts in the field. Complimentary downloads for PMI members.