The speed of change

In the business world, the process of change is often misunderstood: Managers too often see their role as creating order and preventing change. For the project manager, however, managing change is an essential part of their responsibility in delivering project outcomes. This article looks at the role of change in relation to project success. In doing so, it discusses the significance of practicing change management to effectively achieve expected project outcomes. It also explains how project managers can shift negative perceptions of change towards the positive and help their organization, its employees, and their team members both understand the need for change and embrace the process of change--as well as the change itself. It identifies how project managers can broach change management with executives and help executives understand their roles as sponsors of change projects. It then describes how one company is incorporating change management into its project and process teams. It concludesby identifying the results of an international, 562-particant survey on change management, listing six lessons these participants learned and five reasons that change management initiatives fail. Accompanying this article are two sidebars: The first lists five techniques for overcoming human resistance to change; the second discusses a survey for measuring assumptions of change.
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