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PMI.org > Marketplace > Articles and Papers > Organizational change management and projects [electronic resource] / Jennifer Graham
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| Title Statement: | Organizational change management and projects [electronic resource] / Jennifer Graham |
| Main Author - Personal: | Graham, Jennifer. |
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| Price: | $15.00 |
| Member Price: | $10.00 |
| You Save $5.00 by being a PMI member |
| Student Member Price: | $5.00 |
| Journal Citation: | PMI Global Congress 2005--North America. Proceedings, PMP03.PDF. |
| Publisher: | Project Management Institute |
| Place: | Newtown Square, Pa. |
| Publication Date: | 2005 |
| Material Type: | Conference paper |
| Language: | English |
| Abstract: | By supporting project management and realizing projects, organizations and project managers not only develop and realize new products and services that simultaneously improve competencies and expand capabilities, they also implement change. This paper examines change management in relation to realizing projects, suggesting that all organizations and project managers should integrate it into their project processes. In doing so, it describes the three categories of change management and outlines two perspectives of change: the view of those implementing change and the view of those receiving change. It focuses on those who implement change, identifying the activities they execute, the questions they consider, and the benefits their actions generate. It then lists the four reasons why information technology (IT) projects often fail and ten reasons why all other projects often fail. It recognizes the source causing many of these failures and identifies six change management factors that could reduce project failure and mitigate risks. It examines change management as a practice for preventing project failure, looking at its role in relation to project sponsors (both initiating and sustaining sponsors), change agents, advocates, and stakeholders. It discusses executive sponsorship in relation to implementing and assessing change and building commitments to change. It concludes by recognizing what change management plans should not and should accomplish. |
| Subjects: | Organizational change--Management|Project Management (PM) |
| Conference Names: | PMI Global Congress--North America (2005 : Toronto, Ont.) |
| Physical Description: | [10] p. : col. ill. |
| Notes: | Title from opening screen.|Includes bibliographical references.|System requirements: Adobe Acrobat Reader v. 5. |
| CID: | 7267 |
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