Archives for November 2021

Queen’s IRC Welcomes a New Director

Alison Darling

We are pleased to announce that Alison Darling has been appointed the Director of Professional Programs of Queen’s IRC, effective October 18th, 2021.

Alison is a long-time Queen’s University employee and joins us from the Smith School of Business. She brings to the IRC a demonstrated history of successfully leading teams within the higher education sector. She is skilled in leadership, maximizing operational effectiveness, training delivery, management of multi-national teams, coaching, and teaching. She is also a strong business development professional who holds an Executive MBA from Queen’s.

Alison will take the lead on setting the strategic direction for Queen’s IRC, as well as overseeing business operations, and the financial management of the Centre. Please join us in congratulating and welcoming Alison.

Bridging the Gap: Successful Change Management in a Project Environment

Bridging the Gap: Successful Change Management in a Project Environment Project management (PM) and organizational change management (OCM) serve as a bridge between where an organization is today, and where it wants to be in the future. Increasingly, there is recognition of the critical role that OCM plays in a project environment. Human factors affecting the successful implementation of a project include:

  • Speed of adoption: How quickly people take in the changes resulting from the project.
  • Utilization: How many of those affected are doing their jobs correctly as a result of the changes.
  • Proficiency: How many of those affected by the project are performing at the desired levels after the project has wrapped up.

Despite the importance of addressing the human factors that affect the success of a project, Change Managers (CM’s) with limited experience working in project environments can feel overwhelmed, sidelined, or under-valued. Project Managers (PM’s) who are focused on the project deliverables and technical details of implementation may not truly understand or value the contributions that CM’s can make to project success. While successful project implementation depends on an effective working relationship between CM’s and PM’s, this isn’t always the case. So the question is: How do we bridge the gap between these two separate, but inter-connected and overlapping areas of practice?

Drawing on our experience and findings in the research literature, we offer some practical suggestions to help increase the likelihood of successful implementation. Using a case study to illustrate and explore the issues, we hope to provide some guidance to help both PM and CM professionals identify and institute effective organizational change management practices in a project environment.

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