The partnership between project management and organizational change: Integrating change management with change leadership

2007 ◽  
Vol 46 (1) ◽  
pp. 14-20 ◽  
Author(s):  
Barber Griffith-Cooper ◽  
Karyl King
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Leadership

The Power of Three

2016 ◽  
pp. 532-552
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

Preparing the Organization for Portfolio Management

2017 ◽  
pp. 119-152
Author(s):  
Frank R. Parth
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Portfolio Management ◽  
Management System ◽  
Change Leadership ◽  
Organizational Change Management ◽  
Implementation Team ◽  
Effective Implementation ◽  
The Creation ◽  
Significant Change

This chapter will discuss how to more effectively implement the enterprise portfolio management system (EPMS). In order to be successful in delivering an EPMS that will benefit the organization, the implementation team must understand that they going to make a significant change to how the organization operates, and that any significant change such as this can expect to encounter resistance. Effective implementation requires an understanding of the organization's current problems and priorities, the creation and implementation of the system that will resolve those problems, and preparations to overcome resistance through effective Organizational Change Management (OCM). The implementers must truly be convinced that this effort is going to make a difference to the larger organization and that their dedication and change leadership will make it successful. This chapter will help the implementing team see the benefits of enterprise portfolio management, help them convince others of those benefits, and become the leader in implementing the EPMS.

Technochange Management: Using IT to Drive Organizational Change

2004 ◽  
Vol 19 (1) ◽  
pp. 4-20 ◽  
Author(s):  
M Lynne Markus
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Performance Metrics ◽  
It Project Management ◽  
Organizational Changes ◽  
Project Schedule ◽  
Organizational Change Management ◽  
It Project ◽  
Management Approaches

Using IT in ways that can trigger major organizational changes creates high-risk, potentially high-reward, situations that I call technochange (for technology-driven organizational change). Technochange differs from typical IT projects and from typical organizational change programs and therefore requires a different approach. One major risk in technochange—that people will not use information technology and related work practices—is not thoroughly addressed by the discipline of IT project management, which focuses on project cost, project schedule, and solution functionality. Organizational change management approaches are also generally not effective on their own, because they take as a given the IT “solutions” developed by a technical team. Consequently, the potential for the IT “solution” to be misaligned with important organizational characteristics, such as culture or incentives, is great. Merely combining IT project management and organizational change management approaches does not produce the best results, for two reasons. First, the additive approach does not effectively address the many failure-threatening problems that can arise over the lengthy sequential process of the typical technochange lifecycle. Second, the additive approach is not structured to produce the characteristics of a good technochange solution: a complete intervention consisting of IT and complementary organizational changes, an implementable solution with minimal misfits with the existing organization, and an organization primed to appropriate the potential benefits of the technochange solution. With hard work and care, the combined IT project management plus organizational change approach can be made to work. However, an iterative, incremental approach to implementing technochange can be a better strategy in many situations. The essential characteristic of the technochange prototyping approach is that each phase involves both new IT functionality and related organizational changes, such as redesigned business processes, new performance metrics, and training.

The Power of Three

2015 ◽  
pp. 74-94 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

scholarly journals Socio-Psychological Determinants of Organizational Change Projects Success: a Literature Review

2016 ◽  
Vol 5 (1) ◽  
pp. 48-58
Author(s):  
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Oleg Volkov ◽  
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Olga Tishchenko ◽  
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...  
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Literature Review ◽  
Change Management ◽  
Project Success ◽  
Psychological Aspect ◽  
Organizational Changes ◽  
Psychological Determinants ◽  
Change Projects ◽  
Points Of View

This article is devoted to a problem of resistance to organizational changes in projects in general and its socio-psychological aspect in particular. During the literary review the points of view on interrelation of project management and organizational change management are revealed, types and models of organizational changes introduction are allocated. Besides, the review includes the works devoted to socio-psychological aspect of change management, and the conflicts as to a consequence of these changes, and their influence on project success.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

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