Project Success Through Change Management with Robert Bogue

What You Will Learn

Upon completion of this training, learners will be able to:

  • Define a clear path from their organization’s current state to their vision of its future after the change.
  • Create communication strategies as well as effective communications.
  • Address conflict, create buy-in, and motivate everyone to move forward.


You can manage projects to be on time and on budget, but delivering the on-value component requires that you get everyone engaged in the project. Every project is a change project, but change isn’t as easy as managing the breakdown of the big picture into the tasks to be done. This training examines what it takes to motivate people to do their tasks and to use the results of the project.

This training will review tools and techniques that are compatible with any of the change frameworks you may use in your organization—from Lewin, Stages of Change, Bridges, Kotter, Galpin, Prosci ADKAR, ACMP, Rogers, Burke, Beckhard-Harris, McKinsey 7S, Satir, and more. You’ll quickly learn the various models and how they are similar to—and different from—one another so you can apply your knowledge of change to evolving circumstances.

Reaching past resistance, you’ll learn how resistance is formed, what to do before it surfaces, and how to counter it when it does. You’ll find the hidden causes that make people verbally commit but then later freeze or subvert the change. Tools like Reiss’ 16 Basic Motivators will help you discover what motivates your stakeholders.

Marketing- and psychology-informed communications skills will make it more likely that stakeholders will read your communications—and respond to them. Instead of wondering whether your messages are getting through, you’ll know you’re getting their attention and they’re going to act.

Completing this training will allow you to coordinate effective change as a part of your project—both to get the project accomplished and to take advantage of the project results when it’s delivered.



  • Introduction and Models

    Lesson 1: Defining the Change

    • Changing Attitudes
    • The Process
    • Metrics and Indicators


    • Exercise 1: Envisioning – Assessment
      • SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
        • Internal – Strengths and Weaknesses
          • Potential Capabilities
          • Prompting Questions
          • Strengths and Weaknesses
        • External – Opportunities and Threats
          • Market Expansion, Contraction, or Transformation
          • Prompting Questions
          • Opportunities and Threats
        • Putting It Together
      • PESTLE Analysis
    • Exercise 2: Envisioning – Generation
      • Risk Mitigation
      • Barriers to Opportunity
      • Situation – Response
        • Learning From History
        • Being Present
        • Foreseeing the Future
      • Choose Your Ending
    • Exercise 3: Envisioning – Prioritization
      • Return on Investment
      • Scale, Scope, Risk, and Time to Live
      • Making the List
    • Exercise 4: Envisioning – Refinement
      • Five Senses Plus
      • Platitude Busting
      • Paving the Roadmap
      • Defining the Metrics
    • Exercise 5: Personas

    Lesson 2: Motivating Adoption (Part 1)

    • Differences
    • Motivation
    • Barriers
    • Trust
    • Change
    • Purpose
    • Learning
    • Governance
    • Wicked Problems 


    • Exercise 1: Identifying Basic Motivators
  • Lesson 2: Motivating Adoption (Part 2)

    • Exercise 2: Discovering Hidden Barriers
    • Exercise 3: Building Trust
      • Evaluating Trust
      • Trust Anxiety
      • Increasing Trust
      • Tiny Commitments
    • Exercise 4: Solving Wicked Problems
      • o The Perspectives
      • o The Responses
      • o The Outcomes
      • o Contemporary Problems

    Lesson 3: Communication Strategy

    • Fundamentals
    • Plan
    • Channels
    • Clarity – Key Messaging
    • Advanced
    • Exercise 1: Channels and Responsiveness
      • Identifying Channels
      • Responsiveness Policy
        • Generic Principles and Channel-Specific Guidelines
        • Signaling
        • Exceptions
    • Exercise 2: Channel Decision Tree
      • Selection Criteria
      • Rank Ordering
      • Flowchart
      • Validating Channels
    • Exercise 3: Key Messages
      • The Reasoning
        • The Organizing Perspective
        • The Tailored Reasoning
      • The Solutions
        • What’s Changing
      • Global Messages
      • Specific Messages
        • What It Means
      • The Metrics
        • Fair
        • Respectful
      • Together
    • Exercise 4: Communication Plan
      • Message Penetration
      • Number of Messages
      • Promoting the Change
      • Learning Support
      • Audiences
      • Putting Together the Plan
    • Lesson 4: Communication Skills
    • Student Handbook
      • The Basics
      • Story
      • Skills
    • Exercise 1: Feeling Safe
    • Exercise 2: Writing Your Story
      • Hero’s Journey
        • Limited Awareness of the Problem
        • Increased Awareness
        • Reluctance to Change
        • Meeting With the Mentor
        • Crossing the Threshold
        • Tests, Allies, and Enemies
        • Approaching the Innermost Cave
        • Ordeal
        • Reward (Seizing the Sword)
        • Road Back
        • Resurrection
        • Return With the Elixir
    • Exercise 3: Writing the Announcement
      • Inverted Pyramid
        • Layers
        • 5Ws and 1H
        • Ordering
        • Additional Details
      • Evoking Emotion
        • WIII-FM Radio
        • Quelling the Emotion
        • Evoking Positive Emotions
        • Connecting Emotions and Questions
      • o Tantalizing Teaser
        • Tagline
        • Title
    • Exercise 4: Sketching the Tip Series
      • Identifying Tips
      • Teasers
      • Emotions
      • Inverted Pyramid
  • Lesson 5: Stakeholder Management

    • Building the Team
    • Building Community
    • Conflict
    • Buy-In
    • Transparency
    • Exercise 1: Identifying Stakeholder Salience
      • Stakeholder Groups
      • Individual Stakeholders
    • Exercise 2: Anger Is Disappointment Directed
      • Anger as Disappointment
      • Expectation Judgment
    • Exercise 3: The Ladder of Inference
    • Exercise 4: Delivering What They Really Want
      • Means and Ends
      • What They Really Want

    Lesson 6: Organizational Change

    • Culture
    • Systems Thinking
    • Psychological Safety
    • Dialogue
    • Life Cycle
    • Exercise 1: Evaluating Change Readiness
      • General Trust
      • General Anger
      • Tolerance to Ambiguity
      • Resistance to Change
      • Acceptance of Change
      • Employee Engagement
      • Change Cynicism
      • Overall Change Readiness
    • Exercise 2: Building Organizational Safety
      • Establishing Standards and Ideals
      • Standards and Ideals in Conflict
      • Holding Standards and Values
    • Exercise 3: Creating Conditions for Dialogue
      • Tone Setting With Safe Vulnerability
      • Defensive Routines
      • Discussing Undiscussables
    • Exercise 4: Performing an After-Action Review
      • Ensuring Psychological Safety
      • Consensus and Cataloging the Experience
      • Clearing Communications

    Wrap-Up and Review

The training allowed me to ‘connect the dots’ as I transition from one career area to another. The coursework and discussion with the trainer and attendees allowed me to begin the process of transferring my prior work experience into another field.

Good open discussions, real-life examples, and ability to ask questions.

PDU Allocation Table

The table below displays the number of professional development units (PDUs) awarded for each PMI® credential, as they align to the PMI Talent Triangle®. Power Skills and Business Acumen PDUs apply evenly across all credentials and Ways of Working PDUs apply only to specific credentials. PDUs will be added in full to all eligible credentials. *Please note that the asterisked row below applies to the PMI® Agile Certification Journey and includes Disciplined Agile® Scrum Master (DASM), Disciplined Agile® Senior Scrum Master (DASSM), Disciplined Agile® Coach (DAC), and Disciplined Agile® Value Stream Consultant (DAVSC) certifications.
Ways of Working Power Skills Business Acumen Total
CAPM® / PMI-CP™ / PMP® / PgMP® 3 12 6 21.00
PMI-ACP® / Agile* 0 12 6 18.00
PMI-SP® 0 12 6 18.00
PMI-RMP® 0 12 6 18.00
PfMP® 0 12 6 18.00
PMI-PBA® 0 12 6 18.00
Ways of Working Power Skills Business Acument Talent Triangle



Robert Bogue

Robert Bogue has led change projects for three decades. As a recovering technologist, he’s changed the way people work as he changed the technology. He’s the author of 28 books and has been a Microsoft MVP for 19 years. Robert's work has transformed corporations, government, and quasi-government organizations. It’s not about the technology, but he leverages his strength in technology and human systems to create change that is sustainable and transformative for organizations of all sizes and shapes. Follow him at or

Training Information

19 - 21 November 2024
3 Days


Member Price
(US$2065.00 before 7 October)
Nonmember Price
(US$2265.00 before 7 October)
Government Price
Student Price

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