Change Management within an Agile Project Environment

In a previous blog we explored what it means to work with an agile mindset– to be nimble and flexible – ready to pounce on opportunities, or to change course to avoid inevitable problems and unnecessary cost.  Now we’re thinking specifically about Agile Methodology and what that means for the end user of new systems and business processes.

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Integrating Project Management and Change Management

Change is the new norm

The business landscape looks very different now compared to ten years ago. Continued advances in technology and changing consumer demands are bringing major disruption to the way most sectors and industries operate. In addition, there has been a shift in the workforce with an influx of tech-savvy millennials entering the job market with fresh expectations and often disruptive thinking around how things should work. More than ever, business leaders face a constant challenge to sustain and evolve their business to remain relevant, profitable and ahead of the competition. Read more

Agility – moving beyond the buzzword

Why adopt an agile mindset?

A lot of our clients appreciate the benefits of adopting an agile mindset, as well as agile working practices.  And this makes a great deal of sense, after all, we’re living in an age of major business disruption and innovation.  Modern business must deal with a plethora of challenges, from regulation, compliance and new technologies, to the economy and exploitation of big data.  Most of these challenges can also represent opportunities, if you’re in the right shape to take advantage of them. Read more

Five principles of good project governance

When running large change programmes, good governance is what will protect investment, provide assurance and give control to the organisation whilst allowing the project teams to get on with the job in hand.

Less effective governance often occurs in two extremes; either the organisation forces projects to adopt exhaustive measures and assurance reviews which burden the project and increase resources or at the other end of the spectrum projects start organically, occasionally pushing out progress reports to a few stakeholders and are generally viewed with suspicion by their organisation and struggle to get decisions made.

So how do we get the balance right between the bureaucratic stranglehold of the organisation and the renegade project? Read more

4 things to consider during project planning

During projects, a whole host of things can go wrong: scope creep, lack of commitment from your sponsors, resistance to change from stakeholders… the list goes on.

But we know that not all business change outcomes are under the control of the project team; some organisations are just not set up for successful projects. To make sure your project doesn’t become another failure statistic, it’s worth carrying out a ‘health check’ as part of project planning, looking at some of the key aspects affecting change. Read more