Articles
Articles remain the copyright of the original authors and publishers. They are not covered by the Creative Commons licence.
Title | Author(s) | Notes | Provided by |
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Cooke-Davies | As far as many chief executives are concerned, project management occupies a similar position in the organization to that of book-keeping or engineering – something that has to be done, but done somewhere | ||
Hall | Few project managers assume that they can complete their projects, especially those involving changes in practices or processes, without any consideration of the affect they may have on other people. | ||
Hall | Prior to the 1990's, change was almost evolutionary. Organisations ticked over from one day to the next. Business processes were almost set in stone and | ||
There’s No Such Thing as Corporate DNA | |||
Mosaic | Projects undoubtedly cause change! After the project delivers its deliverables there is a ‘new or improved thing’ that a group of stakeholders need to make use of to generate the value. | ||
Sometimes there is alignment and project | |||
The realisation of planned change through programmes and projects, rather than relying on empowerment, actually relies on a disempowerment of the people doing the work. | |||
Organisational change and managed change - the same or different? | The history behind the theory and practice of organisational change is distinctly different from the history behind the theory and practice of managed change through project, programme and portfolio management. | ||
Obeng | Most organisations are creatures of habit, preferring the industry sectors they understand to the business- sphere they don't. Preferring internally driven programs to those inspired from outside the organisation. |
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Documents
All documents are provided by Praxis unless otherwise stated.
Title | Notes | Provided by |
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Document description |
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Change management plan (MS Word) | Template with annotations – useful for initial notes on content. |
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Change management plan (MS Word) | Blank template |
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