Richard Newton wears many hats. Included amongst these are his work as a consultant, author, blogger, change leader, company director, and program manager. His most well known project management book is The Project Manager: Mastering the Art of Delivery. He is also the author of the best-selling Dream It, Do It, Live It which applies project management principles to achieving personal dreams.
One aspect of change that everyone knows about is communication. Change usually requires preparing people, managing expectations, explaining what’s happening and why’s it’s happening, building coalitions and consensus and encouraging involvement. All of these are based on communicating between people.
Change management isn’t just communicating, but it’s a very big element of it.
This might seem an odd title for an article by someone who makes their living building change capabilities in organisations, and who spends a lot of time talking about, thinking about and working with Change Management.
The point I want to emphasis is not that Change Management is no thing or nothing, it is quite definitely something! It is not a thing, because it is many things.
A contentious title? Some people may disagree with my thoughts here - let’s see if we can generate a good debate.
A lot of commentators bemoan the lack of flexible working in many organisations. Most of us, at least some of the time, want a degree of flexible working. By “flexible working” I mean the freedom to choose where and when to work. This covers a spectrum from the odd Friday worked at home, through to those modern global citizens who base themselves in some desirable beach location and in between bouts of surfing work as and when they want.
There’s a common behaviour when programme managers act as “big” project managers. This builds on the view that a programme is just a big project. There’s no doubt that many good project managers go on to become good programme managers – but it is not a given.
Sometimes very good project managers go on to become terrible programme managers. Having been such good project managers, they assume that becoming a successful programme manager means doing more of the same.
I want to return to the topic of my last post, prioritisation, and I’m going to extend some of the thinking from it.
I briefly highlight this point to raise one of the major challenges with prioritisation. It is not the activity deciding of what you are going to do, but the decision not to do something. These may simply seem to be the inverse of each other. Perhaps. But psychologically it seems easier to say “yes I’ll do this”, than “no I will not do that”.
If you are the sort of person who follows my posts, here or elsewhere, the chances are that you are interested in organisational change. The chances are also fairly high that you have been involved in several change initiatives. I expect that at many times your organisation has struggled with change.
I feel confident enough to say, if you have never struggled with change, then that’s because you have never been involved in a change of any complexity.
This is an example of an introductory talk I gave to an organisation’s internal change network. These were willing and interested participants in change, but mostly people with limited experience. The specific project was an ERP implementation in an organisation that had just gone through a major merger. However, this talk could be adapted to any change situation. It was first used in Spring 2017.
Hi everyone, and thanks for the introduction. I’m going to be working with the company over the next few months to help us get ready for the transition from where we are now to where we want to be. My focus is really the XYZ Project, but like any change you cannot really deal with changes independently and need to think about the wider perspective.
Predominantly, I have published business books. If you follow me or are a friend on Goodreads you’ll see that my interests in reading and writing are much wider. Business books are part of my professional life and how I earn a living. Whether I always like them or not, reading business books is part of the day job for me.
As an author I occasionally write a post for Goodreads. Most of my blogs and posts go on my own website (www.changinghats.co.uk) or on LinkedIn. I don’t include them here as they are mainly about business and professional matters which may be of limited interest to the wider audience of readers on Goodreads. However, occasionally a topic comes up which crosses between then – in this case about professional writing, more specifically swearing in professional writing.
I’ve been interested for a long time in the relationships and differences between delivery and change. One way of exploring this is in the relationships and differences between project and change managers, a subject that always seems to generate a 100 different views from 100 different commentators. In this post I want to look at one specific aspect of that difference – working out the scope of an initiative.
Scope is a fundamental concept in the delivery of projects and change. Scope can seem a pretty simple concept to gets ones head around. I think scope has different meanings depending on the role one performs.