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Who Needs Organizational Change Management Methods? Can't We Just Tell Them What to Do?

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Building a Toolkit for your Change Initiatives

Bill Hoberecht - This email address is being protected from spambots. You need JavaScript enabled to view it.

Agile Coaches, Scrum Masters, Project Managers, PMOs and Executives are all in the business of introducing changes that provide benefit to customers, the organization and employees. It is the rare team that listens to your outstanding transformation idea and immediately proceeds with implementation. This journey of change is almost always faced with resistance, challenges and detours. Familiarity with Organizational Change Management methods is a key enabler for success. I gravitate to Kotter's Leading Change framework, but there are other methods and techniques that might be better suited for your transformation initiative.

We're Done With the Project. Now it's Time to Celebrate!

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Too Many Teams Have Forgotten How to Celebrate. Here's a Reminder That Recognition is Important.

Bill Hoberecht - This email address is being protected from spambots. You need JavaScript enabled to view it.

Some project teams celebrate the completion of a project, while many others let this milestone pass without any special recognition for the team of the accomplishment. I've been in both environments, and greatly prefer a company, organization and team culture that acknowledges efforts and accomplishments - these places are just more enjoyable. A little appreciation expressed by co-workers, a project manager or upper management can be an important positive factor for project teams. As project manager, it is incumbent upon you to encourage a project culture that incorporates an appropriate amount of recognition for individual and team accomplishments.

The Daily Stand-Up Meeting - A Core Practice for Self-Organizing Teams

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Not just a new name for a project status meeting!

Bill Hoberecht - This email address is being protected from spambots. You need JavaScript enabled to view it.

The transition to becoming a self-organized team involves a fundamental change in how individuals, teams, and management approach their respective responsibilities. Traditionally managed teams depend upon anointed leaders who give direction, track progress and push the project to completion. Self-organized teams operate quite differently, and in such a team there is no explicit or implicit role of “project leader” or “project manager.” In the context of a self-organized team, this article describes how to implement the daily stand-up meeting.

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