Project Management and Organizational Change
Projects bring about change and the bigger the change, the greater the likelihood of project failure. For the best chance of success, managers must efficiently predict and manage the many types of reactions that may arise when new projects are implemented, whether these reactions come from individuals whose cooperation is essential to implementing the project or from those affected by the changes the project may bring about.
This workshop will guide participants in how to manage change, from the initial notification of a change to the successful completion of the project, when the change becomes the new and fully implemented reality. We will explore the range of typical reactions to change and look at how to engage individuals, build critical mass and momentum, and lead the project. In addition to the soft skills needed to manage a project that involves change, we will cover the tools and techniques associated with building a project plan to map out organizational change, as well as the skill set required to succeed in implementing the new working reality. We will address issues such as how to track the progress of reactions to change, as well as how to realign and stabilize the new status quo.
N.B.: if you are looking for a primer on determining if change has occurred, and what to do about it, you should consider taking the workshop entitled Project Monitoring and Controlling
This course can provide up to 12 PDUs / contact hours towards attaining or maintaining the Project Management Professional (PMP)® designation. Participants must submit the request to PMI via the Continuing Certification Requirements System (CCRS).
Professional Development Units are allocated according to the number of training hours completed by the student and may be granted by increments of 0.25 PDU for each 15 minutes of training. A participation certificate will be given to students who attend a minimum of 75% of the course.
Change basics: different types of projects involving change and typical responses to change
Identifying the players and recruiting and engaging change champions
Readying the organization for change
Communicating the scope of change due to a project and its impact
Developing a sense of urgency
Dealing with resistance
Anchoring and sustaining the new way of doing things
- Sponsors and project managers responsible for driving a change initiative
- Anyone who is, or will be, working in projects that involve significant change
Francine Durivage is a bilingual Performance Enhancement Specialist with over 20 years of experience. She has worked internationally helping organizations and governments redefine and refine their high impact objectives and delivery. Francine holds a MPM (Master of Project Management), an MCOD (Master Certificate in Organizational Development) and a B.A. in Psychology. Her energy and effective leadership enable her to strategically address the needs of today's project manager, sponsor and team members in a practical and engaging way.
"Very fun and educational. I will apply what I've learned."
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