| Description |
1 online resource |
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text file |
| Note |
Title from title screen. |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Machine generated contents note: 1. Introduction -- 1.1. The Purpose of this Guide -- 1.2. The Need for this Guide -- 1.3. The Intended Audience -- 1.4. Overview of the Guide -- 1.4.1. Section 2 -- 1.4.2. Section 3 -- 1.4.3. Section 4 -- 1.4.4. Section 5 -- 1.4.5. Section 6 -- 1.5. Summary -- 2. What Is Change Management? -- 2.1. Overview -- 2.2. Change as a Strategy -- 2.2.1. External Drivers of Change -- 2.2.2. Developing an Agile Culture -- 2.2.3. Sponsoring Change -- 2.3. The Nature and Process of Change -- 2.3.1.Common Models of Change -- 2.3.2. Corporate Culture and Change -- 2.4. Introduction to the Change Life Cycle Framework -- 2.4.1. Formulate Change -- 2.4.2. Plan Change -- 2.4.3. Implement Change -- 2.4.4. Manage Transition -- 2.4.5. Sustain Change -- 2.5. Critical Factors that Can Impede or Foster Change -- 2.6. Summary -- 3. Managing Change In An Organizational Project Management Context -- 3.1. Overview -- 3.2. Description of OPM and Context -- 3.2.1. Description of OPM. |
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Note continued: 3.3. Change Management and OPM -- 3.3.1. Framing the Disciplines -- 3.3.2. Cycles of Change -- 3.4. Assessing Change Readiness -- 3.5. Key Factors for Change Management in the Execution of Organizational Project Management -- 3.5.1. Critical Success Factors -- 3.5.2. Potential Barriers and Change Derailers -- 3.5.3. Lack of Synergy within the Affected Group and Dominant Individuals -- 3.5.4. Capabilities of Sponsors -- 3.6. Summary -- 4. Change Management At The Portfolio Level -- 4.1. Overview -- 4.2. The Standard for Portfolio Management -- 4.2.1. What Is a Portfolio? -- 4.2.2. Strategy Execution and Change Management -- 4.2.3. Ten Underlying Principles and Practices of Portfolio Management -- 4.2.4. Portfolio Management Process Interactions -- 4.3. Formulate Change -- 4.3.1. Modify/Clarify Need for Change -- 4.3.2. Assess Readiness for Change -- 4.3.3. Delineate Scope of Change -- 4.4. Measure Benefits Realization. |
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Note continued: 4.4.1. The Role of the Portfolio Manager in Measuring Benefits Realization -- 4.5. Summary -- 5. Change Management At The Program Level -- 5.1. Overview -- 5.2. Change Management in the Context of Program Management -- 5.2.1. What is Program Management? -- 5.2.2. The Standard for Program Management -- 5.2.3. How Does Program Management Apply to Change? -- 5.3. Change Management Practices within Programs -- 5.3.1. Formulate Change -- 5.3.2. Plan Change -- 5.3.3. Implement Change -- 5.3.4. Manage Transition -- 5.3.5. Sustain Change -- 5.3.6. Specific Change Management Activities in Program Management -- 5.4.Organizational Capabilities in the Program Management Context -- 5.5. Summary -- 6. Change Management At The Project Level -- 6.1. Overview -- 6.2. Change Management in the Context of Project Management -- 6.2.1. What is Project Management? -- 6.2.2. The Standard for Project Management of a Project -- 6.2.3. How Does Project Management Apply to Change? |
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Note continued: 6.2.4. Change Management Activities in Project Management Process Groups -- 6.2.5. Change Management in Project Management Knowledge Areas -- 6.3. Change Management Practices in Project Management -- 6.3.1. Formulate Change -- 6.3.2. Plan Change -- 6.3.3. Implement Change Process -- 6.3.4. Manage Transition -- 6.3.5. Sustain Change -- 6.4. Summary. |
| Summary |
"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. By bringing these together, professionals from both worlds can use project management approaches to effectively create and manage change. This practice guide begins by providing the reader with a framework for creating organizational agility and judging change readiness. It then explores organizational change from three different management perspectives: portfolio, program and project. Using the tested principles found in the latest editions PMI's The Standard for Portfolio Management, The Standard for Program Management and A Guide to the Project Management Body of Knowledge (PMBOK® Guide), this practice guide equips the reader with practical techniques on successfully designing, creating, implementing and sustaining organizational change. Highly approachable and written for a wide range of audiences, Managing Change in Organizations: A Practice Guide is of value to anyone whose livelihood depends on an organization's ability to successfully change and meet the needs of an evolving business landscape."--Publisher description. |
| Local Note |
eBooks on EBSCOhost EBSCO eBook Subscription Academic Collection - North America |
| Subject |
Organizational change -- Management.
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Organizational change -- Management. |
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Project management.
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Project management. |
| Genre/Form |
Electronic books.
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Electronic books.
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Book.
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| Added Author |
Project Management Institute, author, publisher.
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| Other Form: |
Print version: Managing change in organizations. Newtown Square, Pa. : Project Management Institute, ©2013 9781628250152 1628250151 (DLC) 2013946442 (OCoLC)875488718 |
| ISBN |
9781628250978 (electronic book) |
|
1628250976 (electronic book) |
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9781628250152 (alkaline paper) |
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1628250151 (alkaline paper) |
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