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Managing Change Within Your Organization with PRINCE2

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There is often growing anxiety over Adaptable project management. Why do we think that managing change within your organization is such a difficult task. My observation of project managers over the decades indicates that there is often a feeling that project management and change causes an inner turmoil within the project team. One of the big reasons for this feeling is that change, fear of change, or a discussion about what change looks like, are so often left out of a project’s plans. As on a PRINCE2 Birmingham training qualification.

The time became shorter and more time consuming when the biggest threats and threats of change first became visible. This change seems to have been overlooked because when the team confronted the topic of change almost every member of the team was a part of that process.  This behavior highlights in some cases that the subject is too late in the game and potentially produces sanctions and avowed frustration.

What if the focus of a project management meeting was on what is required to make a change, where are the biggest things to do, how to buy needed supplies and equipment, and how to implement the changes? It put change, practical project management, into an item on the agenda. It would be like leaving a project tour de force months prior to being placed on the agenda of face to face decision about project, or to answer or finalize business at the beginning of the meeting.  (The latter discipline is an area of real value to think about in my consulting practice.)

The annual retreat is great as a building block.  This gives the team a chance to visit a resort for an agenda and lead exercise and develop the hands-on elements to success.  When the annual retreat is added to the regular decision making process, then the time becomes even more valuable. That agenda provides the sequence, and allows almost anyone on the team to do their homework on the prep work for a workshop.  Getting on a retreat ever year builds the dependency of the more significant building blocks of preparation. The advisory works toward the future of the organization without an excessive action and expense cost, or worse yet, rework of the decisions taken.

Also Read: Project Management with PRINCE2

Don’t put a stake in the ground before you do the preparation to evaluate and document what works.  This is not to say that the process does not work it only indicates that running a workshop without it can be dangerous.

To allow others who are not on the management team to help you overcome this dilemma is to free yourself to be your best, because you will not have as much time to complete the necessary work. It also provides a time for self reflection and optimal experience. Awareness of and preparation for the change will prove highly valuable. It also promotes a potential avoidance of trap.   It is the  willingness to face cultural change allows one to recognize opportunities for personal and organizational advantage for your personal or organizational plans.

Also Read: An Effective Weekly PRINCE2 Report

All these suggestions are far easier to integrate into one narrow decision making niche, which is the management team more easily knows what it is that they are to be doing and how to do the required steps. This reduces the environment of operationalizing the project.  It requires more time for them to fight through the process. TheirEMBER DECision making process will be more effective. You will be able to work past that point of “I know it is good but . . .”   This process accomplishes the next step in the process.

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News Update

Delhi HC issues notice on plea challenging non-PDS guidelines limiting rations to 20 lakh people

The court while issuing notice granted time to the respondents to file a reply. The matter is listed for further hearing on June 25.

Antrix-Devas dispute: Supreme Court refuses to entertain plea seeking directions to restrain liquidator

“The Company (Devas) fraudulently raised foreign investment of Rs 579 crore and subsequently illegally transferred 85% of the investment out of India to its subsidiary in USA in the guise of investment and services fees etc,” the ED investigation revealed.
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