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Project Managing Change: Practical Tools and Techniques to Make Change Happen (Financial Times Series) [Paperback]

Ira Blake , Cindy Bush
4.8 out of 5 stars  See all reviews (5 customer reviews)
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Book Description

15 Dec 2008 0273720457 978-0273720454 1

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



Product details

  • Paperback: 400 pages
  • Publisher: Financial Times/ Prentice Hall; 1 edition (15 Dec 2008)
  • Language: English
  • ISBN-10: 0273720457
  • ISBN-13: 978-0273720454
  • Product Dimensions: 15.6 x 2.6 x 23.4 cm
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (5 customer reviews)
  • Amazon Bestsellers Rank: 65,148 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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Review

“ 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



 

From the Author

We wrote this book because in consulting and in projects, every new job and every new client means starting from scratch - getting to know the company, the people, the strategies and how work and departments are organised. This is the book we (and all the consultants we subsequently worked with) wish we'd had to help us hit the ground running.

We also wanted to take the mystery out of change management and show it to be a robust and structured business discipline: to get change managers to step up and be held accountable for their role and their contribution to project and organisational success.

The question we're most often asked is: `So what does a change manager do?' A change manager is responsible for all the people aspects of implementing a business change. These include: assessing the impact of the changes on people and jobs and what needs to be done to get them ready; what new skills employees will need; what behaviours and leadership styles will change and how; modifications to organisation design and culture; motivation and resilience; communications and managing stakeholders through the process of change.

Project managers often believe that people in organisations are problems or barriers that must be overcome. The reality is that business and project success depends on people adopting and committing to the change. Dealing with people cannot be left to fluffy thinkers, academics or mavericks. It requires a huge amount of process, determination and flexibility and will be hardest thing to achieve for a project.

We have organised the book into 3 main parts:
1) Principles for project managing change: what it is, types and effects of change; the project management approach to change
2) Tools, techniques and templates: more than 40 step-by-step guides to take you through diagnosis, design, development and delivery of change interventions
3) The change manager in action: this is all about the `day job' and getting things done

As change managers ourselves, we know how busy it can get. That's why we have created a set of downloadable templates for you to use so you can focus on the value-added stuff.

The book is really a culmination of everything we've learned in 20 years of `doing' change management THAT ACTUALLY WORKS.


Inside This Book (Learn More)
First Sentence
THE TERM CHANGE MANAGEMENT has as many meanings as the number of people who you ask about it. Read the first page
Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews

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Most Helpful Customer Reviews
4 of 4 people found the following review helpful
5.0 out of 5 stars A 'Must Have' for Project & Programme Managers 11 Jan 2009
Format:Paperback|Amazon Verified Purchase
Length: 0:57 Mins
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4 of 4 people found the following review helpful
5.0 out of 5 stars Timely and practical guide 8 Jan 2009
Format:Paperback
This is an excellent practical guide to the management of change. Its publication is timely, as increasing numbers of organisations face great uncertainty. It will prove an invaluable source of guidance as managers adapt to significantly changed environments.

The book is carefully structured in three main sections.

Part 1 sets the subject in context and includes just enough background on the evolution of change management and how to organise and resource change management projects.

Par 2, the main body of the book, provides the toolkit for project managing change. It is rich in helpful step by step instructions on how to use these tools during the life cycle of the change management process.

Part 3 examines the day-to-day role of the change manager as the change plan unfolds, and concludes with additional guidance and useful tips for sustaining the change.

Overall, this is a well presented, comprehensive guide, crammed with practical tools and advice for the change project manager.
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3 of 3 people found the following review helpful
4.0 out of 5 stars must have 13 Aug 2009
Format:Paperback
I read this book with great interest. Had I read this when I first started in consulting the road would have been a lot easier for both myself and my clients. It is practical and useful and based on fact. Follow this and change will be much easier.
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