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OCM, The People Side: Leverage the Champions of Change
Continuing to flesh out the areas I’d like to see expanded on in any OCM model, let’s take a look at how the PMO and its people contribute to—or impede—an organization’s “change-ability.” According to PM Solutions’ own research, the majority of firms already have a PMO of some sort in place, and t
Four Rules to Change By
Continuing my “wish list” of issues I would like to see covered in more depth in PMI’s new Practice Standard for Change Management (see the first post in the series here), today I’m giving a quick overview of the four top issues that Organizational Change Management practitioners encounter. (If you
Some Applause, Please!
When I initially received a PDF draft copy of PMI’s “Managing Change in Organizations: A Practice Guide,” the first thing I did was cry out “It’s about time!” The concept of organizational change management (OCM) has been around for quite a while now and over the last decade or so has become recogni
Selling the Value of Project Management: Daniel Pink on How to "Persuade, Convince and Influence"
Daniel Pink, author of To Sell is Human – The Surprising Truth about Moving Others, closed the PMO Symposium yesterday with a keynote that was right up my alley. Naturally, working in business development, I have always believed that business is selling your ideas to others … and if project managers
PMO Symposium Attendees Agree: Organizational Change is the Big Threat/Opportunity for PMOs
I used to think "disruptive" was a bad word. But Kent Crawford set me straight yesterday during his presentation at the PMO Symposium, titled "The Disruptive PMO: Change, Innovate and Lead." It's not just that new technology can be disruptive, as discussed on the Forrester blog, but that disruptiv