Like any culture change process we need to understand roles and responsibilities, who should ‘own’ the business ethics process and who should communicate the agreed processes. Elissa Farrow on using change tactics to embed ethics.
As the number of strategic projects proliferates, creating clarity, building unity and fostering agility become essential. Cynthia Stuckey on how people and process can address volatility, uncertainty, complexity and ambiguity.
There is a distinct difference between project change control and organisational change management. We have a good idea of how to manage conventional change but struggle with transformation. Dr Lynda Bourne explains how to approach each scenario.
There is a focus within organisations on maximising the opportunities change is supposed to generate through realised benefits and value creation. Lynda Bourne on the role of the project manager in this process.
More than focusing on a project’s requirements, change management concentrates on managing the people who will have the most impact on the project and, in turn, will be most affected by the transition. Deborah Singerman on the change management process.
Even mature organisations can improve reflective practices in their projects, Denise O’Sullivan discovers in examining the lessons learnt process in an aircraft management company’s software development and organisational change project.
People need to be reminded that they have a lot of experience and strengths with change that they forget about when they are in the heat of change. Elissa Farrow shows how to build a change resilience toolkit.