Projects by their very nature enable change. Many projects fail because key aspects of personal and organizational change have not been adequately considered. This session addresses change management practices, and how to effectively integrate essential CM milestones within the overall project plan.
Projects by their very nature enable change. Many projects, while succeeding to deliver on traditionalmeasures of time/cost/scope, fail because key aspects of personal and organisational change have not been adequately addressed at the project planning stage.
This session addresses change management practices, and how
to effectively integrate essential change management activities and milestones, within the overall project plan, to maximize project impact and success.
Outline:
Understanding the commonalities, and synergy, between Project Management and Change Management Managing change to ensure success in projects
Understanding personal and organizational changes and behavioural impacts
Creating an integrated project and change management plan
Benefits and takeaways:
High-level awareness and knowledge about change management, and PM as instruments of change. Apply a ‘real world’ model that works to integrate change management and project management practices.
Reduce risk of conflict through an understanding of emotional transition patterns
3 Key Learning Points:
Explore Project Managers as Leaders of Change
Awareness of the systemic aspect of organizations
Synergy and integration between Project Management, and Change Management |
Merling Sapene, Director Change Management – IT Bombardier Aerospace
Merling Sapene, Director Change Management – IT with Bombardier Aerospaces a seasoned professional with over 20 years experience in strategic management, organizational redesign and effectiveness. Ms Sapene is recognized for her expertise in taking a Change Managegement practice from inception to one recognized as world-class (Gartner).
Throughout her career, she has been called on to coach executive management on decisions relating to organizational transformation as well on building strategic alliances internally and with corporate partners.
Ms. Sapene’s ability to lead large-scale business supported by
her mastery of all facets of change management, and in her ability to coach and lead professionals at all levels.
Over the course of her career, Ms. Sapene has worked on mandates with major firms including: Arthur Andersen, Ernst & Young, Mercer, Roussel Uclaf Pharmaceuticals and BMW. Currently on the board of the Social Affairs Committee of Montreal’s Chamber of Commerce and is actively involved in non-profit and multi-cultural associations.
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