From: [gantthead.com]
Imagine you just finished working on a multi-year, multi-million-dollar strategic project that meets stakeholder expectations, delivers on performance and is delivered on time. But it still faces resistance from the team that is actually going to use it. What gives? Experienced project managers are all too familiar with this question, and one of the obvious answers is that no one likes change and the resistance is just one of the necessary steps to acceptance. This is partly correct, but it is not the whole part of the equation. One thing that is often overlooked is to what extent an organization’s culture plays a part in this resistance, how well positioned it is to make this strategic shift smoothly and what would it take to overcome this obstacle.
Click and read more: http://bit.ly/biQf1K
Imagine you just finished working on a multi-year, multi-million-dollar strategic project that meets stakeholder expectations, delivers on performance and is delivered on time. But it still faces resistance from the team that is actually going to use it. What gives? Experienced project managers are all too familiar with this question, and one of the obvious answers is that no one likes change and the resistance is just one of the necessary steps to acceptance. This is partly correct, but it is not the whole part of the equation. One thing that is often overlooked is to what extent an organization’s culture plays a part in this resistance, how well positioned it is to make this strategic shift smoothly and what would it take to overcome this obstacle.
Click and read more: http://bit.ly/biQf1K
