Change management in practice - Jim Malkin


Published on

This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: along with back-copy video footage in http://evaintheuk/pmchannel
EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex.
The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after.
The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist.
Conference organiser and APM chairman, Steve Wake says:
“Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience.
We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.”
Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex.
Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great.
In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels.
The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014.
'eVa in the UK' is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers!
#eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development.

I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.

Published in: Business, Technology
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Change management in practice - Jim Malkin

  1. 1. Change Management in Practice Jim Malkin
  2. 2. Context  Organisational Change  Technical Change  Change Programme  Project Control 2
  3. 3. What is it you need to control ?  Scope  Scope  Scope  Requirements  Basis of Estimate  Deliverables  Assumptions  Satisfaction 3
  4. 4. What are the impacts ?  Cost  Schedule  Quality  Satisfaction  Others 4
  5. 5. What level do you need to Control at ?  Levels of Control  Contract  Project  Control Account  Work Package  Activity  Resource 5
  6. 6. Integrated Change Control  Technical Changes  Production Changes  Quality Changes 6
  7. 7. What else should be considered  Risks  Opportunities  Issues  Basis of Estimate where risk is included in the estimate 7
  8. 8. Change Categories  Assessment of impact  Align with Thresholds  Levels / Speed of approval 8
  9. 9. Change vs. Forecast  Measure vs. Best Guess  In Scope vs. Out of Scope  Moving the Measure without scope change 9
  10. 10. Summary  Change Management is part of your Project Controls  Control the overall scope, but don’t forget to control the requirements, deliverables and Customer Satisfaction.  Set the level at which to record Changes to give flexibility as well as control.  Integration with other change control systems  Integration with Risk/Opportunities  Assess the change and use an appropriate approve process  Not everything is a change ! 10
  11. 11. Questions 11
  12. 12. Thanks ! Contact Details Jim Malkin Director IPM - International +44 207 518 5010 12