The Dynamic Duo: Change in Project Management

Initiative & Project Management

IP280 | Length: 1 day | Credits: 7 PDUs | Talent Triangle – Leadership

Overview

The reality is that all projects are change initiatives. According to research, 70% of change initiatives fail (Kotter, 2012). Traditional Project Management focuses heavily on process, sometimes at the expense of the human element. Conversely, Change Management needs the project process to provide the roadmap to follow for the change to be lasting. By coupling the tools of Project Management and Change Management, project managers are far more effective at managing the project, especially when addressing how people deal with the uncertainty and anxiety of change.

Participants will navigate the nuances of how to manage their projects so that initiatives lead to lasting change. By leveraging proven Change Management techniques supported by Project Management methodologies, learners will increase the likelihood of initiative sustainability (hence project success). This course is designed to provide participants with change management best practice models and the proven Project Management standard which focuses on five key areas (Initiating, Planning, Executing, Monitoring & Control, and Closing).

Learning Objectives

Participants will learn how to:

  • Identify barriers to change and develop plans to manage them within the four phases of a project.
  • Recognize different reactions to change and how to address them.
  • Recognize the importance of communication to build commitment in a project.
  • Select powerful Change Management strategies to layer on to traditional Project Management methodology.

Instructional Strategies

This course introduces main process concepts and proven practices from the Project Management Institute’s (PMI) five process groups; Initiating, Planning, Executing, Monitoring & Control, and Closing. Each topic is presented in a tell-show-do format providing participants with the opportunity to apply change management tools and techniques to their projects.

Audience

  • Team members working on sub-projects of larger projects.
  • Individuals with current or future assigned project management responsibilities.
  • Individuals responsible for managing projects.

Prerequisites

None.

Content Outline

Introduction to Change Management

  • Definition of a project.
  • Definition of Project Management, Change Management, and leadership.
  • Obstacles to project success.
  • Project Management phases.

Initiating the Change Project

  • Defining the need.
  • Identifying stakeholders.
  • Assessing individual and organizational readiness.
  • Change Management strategy.

Planning the Change Project

  • Roles and responsibilities.
  • Reactions to change.
  • Developing a communication plan.
  • Applying Change Management best practices.
  • Identifying risks.
  • Validating the plan.

Executing the Change Project

  • Manage change requests.
  • Change model for managing transitions.
  • Building Momentum.

Monitoring and Controlling the Change Project

  • Managing reactions.
  • Mitigating resistance.

Closing Out the Change Project

  • Sustaining the change.

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