International Institute for Learning, Inc.
Leadership and Interpersonal Skills        
Organization and People Change Management
Moving Beyond Installation to Realization
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Traditional Classroom
Course No.:
Duration:
Credits:
4041
2 Days
14 PDUs / 1.4 CEUs
Virtual Classroom / On-Demand Learning
Course No.:
Duration:
Credits:
8941
Four 3-hour sessions
12 PDUs / 1.2 CEUs
Prerequisites:
Course Level:
A good working knowledge of project management, as well as some experience managing projects
Intermediate/Advanced
 
 

About the Program
Selecting the right project through welldisciplined portfolio management and effective project execution using project management best practices is only part of the recipe for success. As companies mature in project management by implementing Project Management Offices (PMOs), portfolio management and developing more certified project managers, they begin to realize a major gap in the process: successful implementation happens through committed users.

Realizing the true business benefits promised by the business cases of corporate projects is accomplished through the people who ultimately have to buy in, use the new product or process and make it produce the desired results. This can only be measured after the project is completed and integrated into a company’s operations – in other words, during its life cycle.

The degree of success in realizing these benefits depends on how effective the project was in paving the way for the users to adopt and use the product. In this workshop, we examine a comprehensive process for Organization and People Change Management (OPCM) and how it integrates into the five project management process groups.

Who Should Attend
This program is designed for project, product and program managers; project leaders and administrators; team leaders and members; field staff members; project, design, industrial and manufacturing engineers; operations, sales and functional managers; systems analysts; software and system developers; human resource executives; information technology professionals; research and development managers; marketing directors; project support staff; or others involved directly or indirectly with projects for virtually any industry.

Performance Focus
Providing the knowledge, tools and techniques to manage change more effectively at the practical application level throughout the life cycle of the project. This includes:

  • Defining the scope and objectives of OPCM
  • Assessing the risks in introducing changes required as a result of projects
  • Including necessary steps to plan and manage change throughout the project life cycle

What You Will Learn
You’ll learn how to:

  • Identify where and how OPCM activities should be integrated within the full project life cycle
  • Explain key change management principles and their application to the discipline of project management
  • Recognize human responses to change and how to mitigate their impact
  • Demonstrate capacity assessment using the Duration, Integrity, Commitment, Effort (DICE) analysis model, including interpretation of results and required next steps
  • Explain how to identify and build OPCM activities into the project Work Breakdown Structure (WBS) in the planning phase
  • Articulate project manager role requirements regarding OPCM
  • Describe the two minimum communication messages required in all change management endeavors
  • Identify and neutralize typical barriers to effective change implementation

Course Overview
Getting Started

  • Introductions
  • Course structure
  • Course goal and objectives

Change Management Fundamentals

  • Change – bridging the gap
  • Two models – static or adaptive
  • Emotional responses to change
  • Impact of OPCM on emotional responses
  • The human factor
  • Language for change
  • Resilience – the antidote for change

Application of OPCM Initiation Process

  • Organizational assessment
  • Stakeholder assessment

Planning Process

  • Cross-functional impact assessment
  • Cultural analysis
  • Organizational change capacity assessment
  • Resistance assessment
  • Change management strategy development
  • Sponsor management
  • Change communication planning
  • Training planning
  • Rollout/Go Live support planning
  • OPCM cost planning

Executing Process

  • Communication execution
  • Training
  • OPCM audit

Monitoring and Controlling Process

  • Training control
  • Sponsor control
  • OPCM communication control

Closing Process

  • Remedial training
  • OPCM effectiveness survey
  • Final communication

Action Planning

  • Leveraging your investment in OPCM
  • Leading and managing OPCM
  • Transitioning measurement responsibilities to the functional groups

Summary

  • What did we learn, and how can we implement this in our work environments?
 
 
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