Organizational Change Management

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This subject focuses on two aspects of change. First the management of change created by projects and programs within the organization to maximize the realization of value. Second, the need to adapt to manage the consequences of changes in the environment caused by COVID19.

Topics included in Organizational Change Management :

- Organizational Change Management
- Project Management in the time of COVID
- Useful External Web-links & Resources.

Other related sections of the PMKI:

- Project Change Management
- Benefits Realization

Organizational Change Management

WP: Organizational Change Management. Change ManagementThe change challenge is getting the necessary buy-in from the affected stakeholders to make effective use of the project’s deliverables so as to allow the generation of the expected benefits and create value for the organization.

Blg: Why organizational change can be difficult. This blog suggests the reason organizational change seems to be far more difficult in some organizations than others and a possible solution!

Art: Creating Value from Change. The different roles involved in generating value from the change created by a project.

Art: Everyone is talking about change! The differences between transformational change and normal change management.
Download the PMI White Paper: Model for Sustainable Change

DP: Project and Change Management in the PMBOK® Guide (PMI Publication). The way various PMI Standards support effective organizational change management.

Forgotten StakeholdersPP: The Forgotten Stakeholders - Forming Teams in an Outsourced Environment. Organizations have outsourced their IT functions primarily to reduce costs and to become more competitive. These outsourcing agreements are typically subject to intensive negotiation between the potential supplier group and the organization's finance group. Rarely is the wider community of organizational stakeholders consulted, either before, or during, the negotiation and selection phase.

This community of ‘forgotten stakeholders’ is often the group most affected by the outsourcing arrangements. They are the employees who will be transferred to the supplier, offered redundancies or become the ‘survivors’ – the ones left behind. This period of uncertainty leaves the forgotten stakeholders feeling anxious or guilty, often severely affecting their productivity and attitudes to work as the individual experiences alienation resulting from inadequate consultation and change management practices.

This paper outlines some of the reasons for outsourcing IT, and describes the risks to the organization of inadequate preparation in the negotiation of contracts. It also outlines ways to ensure a more successful outsourcing relationship between client and supplier. In addressing alternatives to outsourcing, the paper identifies the importance of trust and commitment in relationships particularly those in teams. Without the establishment of trust and commitment between the individual team members, they will never grow into high-performing teams.

See more on project change management.


Project Management in the time of COVID

COVIDOrganizational change can be the result of internal management decisions to restructure, or as a result of changes in the external environment. Traditional change management as discussed above, assumes there is a logical reason for the change and the process is controllable by the organization's management.  This series of papers looks at the emerging and evolving impact of COVID19 on the way organizations work and deliver projects. Management has no control over the consequences of COVID on society, but still need to respond and reorganize the way work is accomplished to be successful in a time of COVID normal.

PP: Uncertainty – Is it time to rethink? The ZoneThis paper considers what uncertainty might mean post-pandemic. Through a discussion of the concept of a Zone of Uncertainty, the paper considers how the current heightened awareness of uncertainty and unknown unknowns can contribute to more effective risk management practice, and how the introduction of the concepts of resilience, persistence, and adaptability may assist individuals, groups, and organizations to recover, review and reform their practices.

PP: Rethinking Leadership and Governance Governance and leadership are mutually inclusive. Leaders define and support good governance, while leadership is enhanced by good governance This paper looks at the definitions of governance and leadership, then describes Australia’s pre-pandemic environment in terms of those definitions, followed by an overview of our first two years of lock-downs. The final section discusses how reviews and reforms of governance and leadership practices may be applied to develop a new normal needed to counteract the problems of the past.

PP: Rethinking Teams Teams are central to project delivery, but the current situation of ‘living with COVID’ presents a series of challenges including the challenge of acquiring and supporting teams and team members, and dealing with the residual issues of the pandemic such as anxiety, loss of control over the work product and re-negotiating work-life balance. New modes of working create advantages and disadvantages from the perspective of both workers and organizations. But, how best to manage teams in the new hybrid mode, based on the learnings from the previous decade’s use of virtual teams and deal with the urgent emerging issues such as, shortages of experienced staff, and how to reform training, acquisition and retention of project team members.

Team CommunicationPP: Rethinking Communication Organizations everywhere are struggling with the requirements of returning project planning and delivery to pre-COVID levels, which in turn creates a range of communication challenges. They need to prevail over the global threats of staff and material shortages, the demographic changes to the project workforce and the general reluctance of project teams members to resume full-time face-to-face modes of working. These are complex issues for organizations and may need courage to introduce innovative flexible work modes and to introduce new people strategies to acquire and retain project workers. It is a great opportunity for innovation and flexibility, and will require a measure of audacity from often conservative organizations. To achieve these ambitious goals, they must ensure that communication and people management strategies match any changes they plan to introduce, and even more important, to ensure adequate consultation with their people.

PP: Rethinking Change This is the final paper in the series: PM in the time of COVID. The objective of this paper is to proffer practical ways to implement the changes proposed in the previous four papers, and to identify processes and actions that can be applied by organizations to assist with the transition to life post-COVID. It is organized as follows:
- First, a discussion of the importance of leadership, engagement of stakeholders, managing uncertainty,
   and consultation and communication
- Second a discussion on approaches for effective change management
- Third a focus on how to identify and counteract recurring issues in implementing the change.

Stakeholder CircleThe Stakeholder Circle is a valuable tool to assist in the assessment and engagement of the stakeholders critical to successfully implementing the change, click through to see more on the Stakeholder Circle


Useful External Web-links & Resources

Association of Change Management Professionals® (ACMP®) - A nonprofit professional association dedicated to advancing the discipline of change management:


Risk Management Plan

Work Performance Management

Easy Stakeholder Management

Risk Register

Stakeholder on a Page

Work Performance Management

Easy EVM

Work Performance Management