About 245 results found.
  • While organizational change is often recognized as a distinct type of project or program, most projects require some degree of organizational and behavioral change. The degree of change will most likely be higher in projects and programs designed to achieve organizational change. Project Management and Organizational Change offers valuable insights to practitioners across the project management discipline.Major implications of the study include:• Project, program, and change implementation practices have a major impact on project success and outcomes;• The strongest indicators of the likelihood of project success are drawn from the change management toolkit:Making informed decisionsEnsuring business integration• Practitioners who hold professional certification appear more likely to incorporate business integration practicesWith the professional formation of change implementation virtually in its infancy, the project management community has the opportunity to expand the integration of change implementation in various industries. While organizational change is often recognized as a distinct type of project or program, most projects require some degree of organizational and behavioral change. The degree of change will most likely be higher in projects and programs designed to achieve organizational change.
  • While organizational change is often recognized as a distinct type of project or program, most projects require some degree of organizational and behavioral change. The degree of change will most likely be higher in projects and programs designed to achieve organizational change. Based on the results of a quantitative research study, this book demonstrates that project and program management professionals appear to be embracing change implementation practices, even when change processes are not included in project performance goals and objectives. Project Management and Organizational Change
  • Recent research reveals that organizational change projects are the fourth most common type of project undertaken... but only 20% of organizations adopt any kind of formal organizational change management practice. It's no wonder that so many organizations suffer from an inability to adapt to the dynamic needs of stakeholders, customers and the marketplace.Studies show that organizations achieve higher success rates when they use standardized portfolio, program and project management techniques in concert with rigorous change management approaches.Managing Change in Organizations: A Practice Guide is unique in that it integrates two traditionally disparate world views on managing change: organizational development/human resources and portfolio/program/project management.
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  • The objective of this paper is to improve the probability of successful outcomes of programs and projects, requiring significant organizational change. In addition, the paper discusses these topics: strategic portfolio management model; strategic throughput best practices; organizational change model; identification of work preferences; identification of organizational change managers; four case studies; and future research and publications. The need to proactively address organizational change is atypical. It is more typically the case that organizations inadequately address the impact of change resulting from project and program implementation.
  • 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). 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
  • This paper outlines a process using the Work Preference Indicator (WPI) (Gilbert, Sohi, & McEachern, 2008) to help identify potential organizational change managers, project managers, and team members. Improve the probability of successful outcomes of programs and project requiring significant organizational change. This paper discusses the portfolio management and best practices; the WPI dimensions; selection of project managers and change managers; and case studies in the identification of organizational change managers. The paper reveals that it is frequently the case in implementation of strategic initiatives involves significant organizational change. It also shows that the adoption of best practices almost always involves significant organizational change and that the WPI can be used to improve program and project success through the identification of organizational change managers, project managers, and team members whose work preferences are aligned with their roles in initiatives requiring significan
  • This paper examines a survey of 134 project professionals who have participated in organizational change projects to determine the competencies needed to manage change projects. In doing so, it looks at how behavior influences organizational change efforts, noting the interventions which organizations must perform to change personnel behaviors. Projects are an increasingly popular approach to instituting organizational change. But do project managers possess the skills needed to realize significant change? This paper examines a survey of 134 project professionals who have participated in organizational change projects to determine the competencies needed to manage change projects.
  • Executives have long sought ways to successfully implement organizational change. Despite all of the knowledge generated on the subject, the dynamics of organizational behavior continue to perplex. This paper examines how and why organizations implement enterprise change, reporting findings obtained from surveys of 26 experts who have worked together in applying grounded theory to inductively determine an organizational change theory. This paper examines how and why organizations implement enterprise change, reporting findings obtained from surveys of 26 experts who have worked together in applying grounded theory to inductively determine an organizational change theory. In doing so, it overviews the literature on organizational change, noting the findings that researchers have identified as affecting why and how organizations implement and sustain change initiatives.
 
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