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Project Managing Change

Project Managing Change

Practical tools and techniques to make change happen

Dec 2008, Paperback, 408 pages
ISBN13: 9780273720454
ISBN10: 0273720457
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Are you responsible for getting results? Do you need to get things to change and then make sure that change sticks? Do you want to know the most effective ways to really get things to change – for the better?

Project Managing Changegives you practical, sensible solutions to real business change issues. By combining best practice from change management and project management, it empowers you to select from a range of easy-to-use tools specially designed to uncover and resolve common problems and difficulties. Tested and proven to be effective, the emphasis is on the actual tasks and activities you need to get done to make sure that change happens.

The logical, modular approach makes it easier to apply the advice and guidance to your own unique situation. It helps you assess the scope and scale of the change you need to make and plan what you need to do to make it happen. Typical changes that often mean you need to move from the way you do things now to doing things differently include:

· Process – following different steps or using different methods to complete a task or activity

· Product – developing new or improved products or services

· Technology – using new or upgraded software, hardware, systems or equipment

· Money – staying competitive in the market; managing with less (or more!) funding




Part 1 - Principles for project managing change

1) What is change management?

2) Change projects – types and effects

3) Project management approach to change

4) Assessment and analysis of change

Part 2 - Tools, techniques and templates


5) Strategy and future state

6) Planning and management

7) Leadership and capability

8) Stakeholders and communication

9) Resilience and capacity

10) Organisation alignment

11) Culture and behaviours

12) Employee motivation and skills

Part 3 - The change manager in action

13) Setting up for success

14) Planning and preparing for change

15) Making change happen

16) Making change stick

Summary, themes and tips





Ira Blake MBA, has deep expertise in multiple aspects of transformational change, specialising in organisation design, transition planning, culture and business process change. Experienced in implementing ERP & CRM systems, Ira has worked in the pharmaceutical, financial and professional service industries, and in the not-for-profit sector in both UK and European roles. Ira is MCIPD qualified and a Director of Uncommon Expertise Ltd.

Cindy Bush has an international consulting pedigree and has worked with senior leadership teams in financial services, retail, telecommunications, IT and public sector organisations in Canada and the UK. Cindy is known for defining and driving strategic change, specialising in achieving results and realising benefits in large, complex change-resistant organisations. Cindy holds a Masters in Education and majored in Organisational Behaviour.

“ gives you the reassurance of having the knowledge and expertise of seasoned project managers of change close at hand. The plethora of concepts, principles and tools presented, combined with the insight from the authors' experiences and expertise, makes this an extremely rich and enjoyable read. Above all, this book will be an invaluable practical toolkit over years to come for all those engaged with making change happen”.

Julie Langridge-John The Psychologist, December 2009

"There is no change management standard. This book is one of the few resources that sets the foundation for a standard with specific examples of what it takes to manage change from project start to finish". Scott R. Coplan, President, Coplan and Company