Valdir Adorni - Change Management Bulding Consolidation
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The document outlines steps for managing organizational change, including: 1) Planning before change with context mapping, problem solving, and communication 2) Implementing change through deployment, solving issues, and performance measures 3) Following up after change by addressing remaining problems, ongoing performance monitoring, and closing the project
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impact of variation on throughput.
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thinking and actions to harness and better manage variation. We have seen clients dramatically improve their
productivity (typically more than 20 per cent but substantially bigger increases have been observed) and
become safer work environments by using software and holistic management practices. These make work
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become properly integrated and much more effective.
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purpose.
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This document provides an overview of change management for a new plan by a student. It includes:
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© 2007, David Po-Chedley & Rob St.Germain - 1 - Originally.docx
© 2007, David Po-Chedley & Rob St.Germain - 1 -
Originally published as a part of 2007 PMI North American Congress Proceedings – Atlanta, GA, USA
®Blue Print for Project Success:
The 10 Keys to Creating a Best-in-Class Project Organization
David Po-Chedley, Cambridge Consulting, Inc. & Rob St.Germain, Harvard Pinnacle Group
Abstract
Drawing on many years of experience in project management and organizational development, Dave Po-Chedley
and Rob St.Germain offer a roadmap to creating best in class project organizations by applying perspectives and
lessons learned from Business Process Re-engineering, Six Sigma and other successful change programs. The
authors posit that expecting Project Management success by focusing only on the processes in A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) will have limited impact, and that the real gains in
Project Management effectiveness lie outside the project processes outlined in the PMBOK® Guide and in the realm
of organizational development.
Introduction
“Human beings, it is said, must learn to crawl before we learn to walk and walk before we learn how to run.”
(Traditional saying)
If projects were easy we would not need the PMBOK® Guide. If projects were easy we would not need to train
thousands of people in the project managers and spend millions implementing PMOs. But, as we well know,
projects are not easy. Many of them are complex and problematic. So, we have spent the money and taken the time
and yet, we have not achieved the results we all desire. Senior management complains of how consistently late and
over budget projects are. Project managers and team members decry the long hours they spend trying to meet
unrealistic goals. Bottom line –organizations of all types, public and private, continue to struggle to improve project
management performance.
From our work with many of these organizations, it appears that some progress has been made. Project teams are
working hard to apply the PMBOK® Guide processes. Still, there is far to go. Could it be that we have somehow
missed or neglected certain critical elements that are needed to enable the process changes we have made to reach
their full potential? Could it be that we are nearing an end to the low hanging fruit, the easy to adopt changes and
improvements? Could it be that the process improvements rightly promulgated by the PMBOK® Guide are only a
start, that they are the “walk” phase of our learning how to maximize the business value of our projects? And if so,
what do we need to do to learn how to “run”?
The Nature of Organizational Change
John P. Kotter (2002) in his book The Heart of Change: Real-Life Stories of How People Change Their
Organizations states that any transformation initiative, be it large scale or small scale, to be successful follows a
clear pattern. Since Kotter is one of the most popular change models we decided to use his model.
Change Management 2004
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
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Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
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Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
Misra,D.C.(2009) Change Management For E Government 24.10.2009
This presentation deals with change management (CM) for e-government. It highlights various models of CM and lays emphasis on CM plan for e-government which should be part of an over-all e-business plan for e-government.
Pm0013 managing human resources in projects
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id
-> help.mbaassignments@gmail.com
or
call us at -> 08263069601
Pm0013 managing human resources in projects
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
LDR 531 Final Exam Analysis | LDR 531 Final Exam Answers | LDR 531 Final Exam...
Do you want solve papers and exam guide of LDR 531 Final Exam?? Studentehelp have a good solution for your problems, we pr00000ovide you excellent solved papers and exam guide for UOP LDR 5031 Final Exam, LDR 531 Final Exam Answer.
For more information visit: http://www.studentehelp.com/university-of-phoenix/LDR-531.html
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The document discusses reasons for employee reluctance and resistance to change in the workplace. It explains that people are anxious about uncertainty and need leaders to help them understand how changes will personally impact them. While reluctance is normal, leaders should not confuse it for resistance and instead take a proactive approach to engage stakeholders and help people move successfully through changes. The greatest challenge is managing both the technical aspects of changes as well as the human, or "people side" of change.
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Variation in mining is – and will always be – more pronounced than in other industries such as automotive and
manufacturing. Because of physical constraints in mining, the actions of any mining department can affect the
work of all others. This creates interdependence, coordination and trust problems, which multiply the negative
impact of variation on throughput.
It is possible to quickly (within 3-5 months) improve output, productivity and safety when we adjust our
thinking and actions to harness and better manage variation. We have seen clients dramatically improve their
productivity (typically more than 20 per cent but substantially bigger increases have been observed) and
become safer work environments by using software and holistic management practices. These make work
visible and change the focus to be forward-looking instead of analysing the past. Execution and planning
become properly integrated and much more effective.
While these practices are innovative from a technical aspect, they succeed because they provide frontline
leaders and workers the opportunity to build a community of trust and coordinate along with a unity of
purpose.
Successful workers and frontline leaders who experience mastery, autonomy and purpose become highly
engaged and deliver even better results. It is easy to lead well in such an environment. Employees, managers
and executives experience lowered levels of stress and find joy in their work environment again. This is what
has been missing in mining for many years.
Executives, after implementing the actions described often comment along the following lines ‘…I am happy
with the improved financial performance in such a short time, but I am even happier with the kind of
organisation we have become. I see teamwork and increased motivation everywhere.’
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Change mgt assignment
This document provides an overview of change management for a new plan by a student. It includes:
1) A force field analysis that finds forces for change are stronger than against for a new website plan aiming to reduce costs.
2) Descriptions of the types of people suited to lead change, including internal change management specialists with skills like identifying needs, consultation, dealing with complexities, and change implementation.
3) An application of Kotter's 8 step change model to the new website plan, outlining how each step would be applied, like creating urgency, building a coalition, and communicating the vision.
Complex problem Assignment Help
Hello Sir
We are a premier academic writing agency with industry partners in UK, Australia and Middle East and over 15 years of experience. We are looking to establish long-term relationships with industry partners and would love to discuss this opportunity further with you.
Thanks & Regards
visit our website.
www.onlineassignmenthelp.com.au
www.freeassignmenthelp.com
www.btechndassignment.cheapassignmenthelp.co.uk
www.cheapassignmenthelp.com
www.cheapassignmenthelp.co.uk/
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Similar to Valdir Adorni - Change Management Bulding Consolidation
© 2007, David Po-Chedley & Rob St.Germain - 1 - Originally.docx
© 2007, David Po-Chedley & Rob St.Germain - 1 -
Originally published as a part of 2007 PMI North American Congress Proceedings – Atlanta, GA, USA
®Blue Print for Project Success:
The 10 Keys to Creating a Best-in-Class Project Organization
David Po-Chedley, Cambridge Consulting, Inc. & Rob St.Germain, Harvard Pinnacle Group
Abstract
Drawing on many years of experience in project management and organizational development, Dave Po-Chedley
and Rob St.Germain offer a roadmap to creating best in class project organizations by applying perspectives and
lessons learned from Business Process Re-engineering, Six Sigma and other successful change programs. The
authors posit that expecting Project Management success by focusing only on the processes in A Guide to the
Project Management Body of Knowledge (PMBOK® Guide) will have limited impact, and that the real gains in
Project Management effectiveness lie outside the project processes outlined in the PMBOK® Guide and in the realm
of organizational development.
Introduction
“Human beings, it is said, must learn to crawl before we learn to walk and walk before we learn how to run.”
(Traditional saying)
If projects were easy we would not need the PMBOK® Guide. If projects were easy we would not need to train
thousands of people in the project managers and spend millions implementing PMOs. But, as we well know,
projects are not easy. Many of them are complex and problematic. So, we have spent the money and taken the time
and yet, we have not achieved the results we all desire. Senior management complains of how consistently late and
over budget projects are. Project managers and team members decry the long hours they spend trying to meet
unrealistic goals. Bottom line –organizations of all types, public and private, continue to struggle to improve project
management performance.
From our work with many of these organizations, it appears that some progress has been made. Project teams are
working hard to apply the PMBOK® Guide processes. Still, there is far to go. Could it be that we have somehow
missed or neglected certain critical elements that are needed to enable the process changes we have made to reach
their full potential? Could it be that we are nearing an end to the low hanging fruit, the easy to adopt changes and
improvements? Could it be that the process improvements rightly promulgated by the PMBOK® Guide are only a
start, that they are the “walk” phase of our learning how to maximize the business value of our projects? And if so,
what do we need to do to learn how to “run”?
The Nature of Organizational Change
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clear pattern. Since Kotter is one of the most popular change models we decided to use his model.
Change Management 2004
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
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Leadership and motivation.pptx
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Change Management 3
This document discusses strategies for managing organizational change. It begins with an overview of the modules in a change management course, including the nature of planned change, organizational development, designing interventions, leading change, and continuous change. It then discusses why executing change is so challenging, noting that people resist unknown changes and focusing too much on implementation rather than results. The document provides strategies for successfully realizing results, such as decreasing resource demands and increasing organizational capacity and resilience. It distinguishes between managing change itself and managing the transition of people in response to change. Finally, it provides details on the typical steps involved in a change management process.
Change Management 2
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Change Management 3
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Identifying and Overcoming Roadblocks to Change
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Ms 25 managing change in organisations
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Ch02
This chapter discusses the importance of taking a systems view of project management and understanding how projects fit within the larger organizational context. It describes the four frames used to understand organizations, including structural, human resources, political, and symbolic frames. Organizational culture and structure can have significant impacts on projects. The chapter also covers project life cycles and phases, and notes that IT projects have some unique attributes compared to other types of projects.
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318 6.1
1. According to the document, informal relationships within organizations are often more important than formal structures when it comes to getting work done and solving problems. Employees value being able to turn to others they respect for help rather than always having to go through management.
2. For change initiatives to be successful, management needs to understand and incorporate informal networks within the organization. They should analyze who the key informal leaders are and how information and relationships are shared.
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1. Change in Organizations2. Planned Change Strategies3. Res.docx
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
stopHorseTrading
1. The document discusses different approaches to project prioritization and their shortcomings, including "what I say goes", "oiling the squeaky wheel", and group voting.
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3. The key steps are to involve stakeholders, triage issues transparently, develop projects addressing the issues in a high-impact sequence, create business cases, adjust timing based on resources, and communicate the plan.
Mps and agile appendix on change
A big part of process improvement is managing the transition. Many books have been written about how to do this, yet there is a paucity of strategies that can be tied to real life variables. In this Appendix to our book (in translation from Spanish) we explore such strategies and suggest a parsimonious approach whenever possible.
Long Term Implementation of Lean Six Sigma within Organizations
www.create-learning.com
Slides from a workshop and consultation program on creating an organizational culture that focuses of quality improvement.
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