Not every employee is the ideal candidate to attend formal change management training. This article presents a few considerations organized by role.
I’ll always remember my first experience being on the receiving end of an enterprise software replacement project that occurred without a formal change management strategy. I had just returned from a week’s vacation and discovered the introduction, rollout, and three (and only three) software training sessions for the new system all occurred the week I was away. The system adoption results were abysmal.
Executive leadership just gave the go ahead for the PMO to fire-up another project but it feels like staff is already over-capacity to take on more work. Here’s how I built a lightweight, easy-to-sustain project labor demand solution using SharePoint and Excel to measure and prioritize project labor demand.
Does this sound familiar?
Let me take a shot at reading your mind:
Your executive leadership team just gave the go ahead to fire-up another project but it feels like your staff is already over-capacity to take on more work. That’s right—feels—a squishy, subjective term. The reality is you don’t currently have a compelling way to show leadership your project labor demand. You’d prefer to wait two months (or more) before taking on more projects but that pushback won’t fly without hard facts.