<?xml version="1.0" encoding="UTF-8"?><rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	
	xmlns:georss="http://www.georss.org/georss"
	xmlns:geo="http://www.w3.org/2003/01/geo/wgs84_pos#"
	
	>
<channel>
	<title>
	Comments on: Adding Change Management to an Existing Project	</title>
	<atom:link href="https://www.enclaria.com/2021/04/14/adding-change-management-to-an-existing-project/feed/" rel="self" type="application/rss+xml" />
	<link>https://www.enclaria.com/2021/04/14/adding-change-management-to-an-existing-project/</link>
	<description>Equipping individuals and teams to influence organizational change</description>
	<lastBuildDate>Wed, 14 Apr 2021 15:57:01 +0000</lastBuildDate>
	<sy:updatePeriod>
	hourly	</sy:updatePeriod>
	<sy:updateFrequency>
	1	</sy:updateFrequency>
	<generator>https://wordpress.org/?v=6.5.2</generator>
	<item>
		<title>
		By: Jonelle Hilleary		</title>
		<link>https://www.enclaria.com/2021/04/14/adding-change-management-to-an-existing-project/comment-page-1/#comment-315617</link>

		<dc:creator><![CDATA[Jonelle Hilleary]]></dc:creator>
		<pubDate>Wed, 14 Apr 2021 15:57:01 +0000</pubDate>
		<guid isPermaLink="false">https://www.enclaria.com/?p=34779#comment-315617</guid>

					<description><![CDATA[Working in the U.S. Public Sector, we get this scenario (the project implementation train has left the station) more often than being able to come in at the beginning of a project.
If the techniques mentioned in the post run into barriers, we have found success in standing up what might be thought of as a parallel change program, shadowing the &quot;train&quot; so to speak. 
We work with the program manager to get that timeline down, then have group meetings with the impacted supervisors and leaders to share tactics they can use, and tips to help understand the important why/WIIFM, to minimize resistance/ develop champions as they implement the PM&#039;s actions. 
We find we get more collaboration when we aren&#039;t seen as adding to the PMs list of things to manage or that are holding up the pace of implementation. We are a value add by alleviating a source of confusion, resistance, or overwhelm in supervisors.]]></description>
			<content:encoded><![CDATA[<p>Working in the U.S. Public Sector, we get this scenario (the project implementation train has left the station) more often than being able to come in at the beginning of a project.<br />
If the techniques mentioned in the post run into barriers, we have found success in standing up what might be thought of as a parallel change program, shadowing the &#8220;train&#8221; so to speak.<br />
We work with the program manager to get that timeline down, then have group meetings with the impacted supervisors and leaders to share tactics they can use, and tips to help understand the important why/WIIFM, to minimize resistance/ develop champions as they implement the PM&#8217;s actions.<br />
We find we get more collaboration when we aren&#8217;t seen as adding to the PMs list of things to manage or that are holding up the pace of implementation. We are a value add by alleviating a source of confusion, resistance, or overwhelm in supervisors.</p>
]]></content:encoded>
		
			</item>
	</channel>
</rss>
