Successfully embedding change

Projects deliver products and capabilities – it is change management that translates them into benefits that are valued by the organisation.

The course analyses the intimate relationship between projects and change, and how one affects the other. It looks at planning and sequencing impacts and what to put in place to ease the transition of roles and responsibilities as the impacts alter processes and peoples’ work patterns.

Translating the costs of a project into benefits involves overcoming organisational cultural barriers as well as altering competences and, often, political balances. Dealing with resistance to change is a common concern and case studies are reviewed looking at what works well. Motivating and energising managers and staff to invest in new approaches is fundamental to the role, and techniques and tricks are examined. But, perhaps the essential aspect is to understand the emotional impact and scale of the impacts necessary for the change to ‘stick’, and have a palette of stakeholder, communication and other tools from which to choose the most suitable for the circumstance.   

Who is it for?

Executives who are responsible for strategic change. Managers charged with delivering benefits. Change managers whose role involves making change happen. Project managers expected to deliver benefits from their projects.

What will I gain?

You will have a clearly defined approach to planning and delivering change; a set of tested tools, and a powerful model which suggests the appropriate tools and techniques for your current change challenge.

Key topics covered