Gateway review process guidelines (Queensland Treasury) Programs and projects may be nominated for a Gateway review: by project owners completing a risk profile model risk profile model (Excel 430 K) and forwarding to Queensland Treasury by agency Director-Generals or Ministers as part of the program or project approval process. Treasury may also approach project owners to discuss benefits of undertaking a Gateway review. Overview brochure and review guidebook The overview brochure (PDF 315 K) and the review guidebook (PDF 355 K) provide project owners and review teams with guidance on the Gateway process and their roles. Workbooks A workbook has been prepared for each Gateway review.
Log In to pm4success An exclusive community pm4success gives you access to a wealth of resources including: video from The PM Channel, general management information from Alchemy for Managers, and answers to those tricky questions through 'Ask the Expert'. You will also have access to numerous articles and papers on aspects of best practice in project, programme, risk and portfolio management. The web site is an exclusive resource for anyone who has taken an exam in PRINCE2®, MSP®, M_o_R®, P3O®, MoP®, MoV®, Change Management, DSDM Atern or the PPM Diploma, or who is a member of the Best Practice User Group™. Log in now You can find your password in the email that you should have received shortly after your exam. Trouble Logging in? If you have forgotten your login details then request a reminder here. Log in for: Access to the Alchemy for Managers management resourcesLatest videos from The PM Channel in conjunction with pm4success
Change management Change management is an approach to transitioning individuals, teams, and organizations to a desired future state.[1] In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved.[2][3] History[edit] 1960s[edit] Everett Rogers wrote the book Diffusion of Innovations in 1962. There would be five editions of the book through 2003, during which time the statistical analysis of how people adopt new ideas and technology would be documented over 5000 times. 1980s[edit] McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.[4] 1990s[edit] In 1994, Daryl Conner founded Conner Partners and in 1993, he wrote the book, Managing at the Speed of Change. 2000s[edit] 2010s[edit] Approach[edit] Reasons for change[edit] Managing the change process[edit]
P3O® - Portfolio, Programme and Project Offices Home MP PRINCE2 Resources change management principles, process, tips and change theory and models Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence. Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). If you think that you need to make a change quickly, probe the reasons - is the urgency real? For complex changes, refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change. To understand more about people's personalities, and how different people react differently to change, see the personality styles section.
Why You Need a Project Management Office (PMO) CIO CIO — For years, IT departments have struggled to deliver projects on time and within budget. But with today’s emphasis on getting more bang for the buck, IT has to rein in projects more closely than ever. That challenge has led many to turn to project management offices (PMOs) as a way to boost IT efficiency, cut costs, and improve on project delivery in terms of time and budget. While not a new solution, the trend toward implementing PMOs to instill much-needed project management discipline in IT departments is spreading fast. "More people lately have been talking to me about PMOs than they have in the last 10 years," says Don Christian, a partner at PricewaterhouseCoopers. PMOs can help CIOs by providing the structure needed to both standardize project management practices and facilitate IT project portfolio management, as well as determine methodologies for repeatable processes. But PMOs are no panacea for project challenges, including battling today’s tepid business climate.
CPD/CoE Templates | | Welcome | Procurement | D F P (N I) Central Procurement Directorate's Centre of Expertise (CPD/CoE) has produced some templates which may be useful as an initial framework for developing Programme and Project documentation, some of which can be used in both a Programme and Project context. Many of the templates illustrate the minimum content that should be covered in a PRINCE2 Project, others represent Programme/Project activities not necessarily included in a formal methodology. More detailed guidance can be found on this site for several of these areas. Many organisations already have detailed templates in place based on their own experience. Change Management infoKit - Overview and Introduction Change is endemic in the education sector. The pressures for change come from all sides: globalisation, changes to the funding and regulatory regime, doing more with less, improving the quality of student learning and the learning experience, and the pace of change is ever increasing. Living with change and managing change is an essential skill for all. Change is also difficult. There are many different types of change and different approaches to managing change. It is a topic subject to more than its fair share of management fads, quick fixes and guaranteed win approaches. The following diagram describes the general route through the materials in the Kit: This infoKit was originally developed in 2006 out of a HEFCE Good Management Practice Project led by the University of Luton (now the University of Bedfordshire) entitled ‘Effecting Change in Higher Education’. The ‘Effecting Change’ team summarise their findings by the following observations:
PgMP Credential Ready to apply? Register and log in to get started. PMI’s Program Management Professional (PgMP) ® credential recognizes the advanced experience and skill of program managers. Globally recognized and demanded, the PgMP ® demonstrates your proven competency to oversee multiple, related projects and their resources to achieve strategic business goals. PgMP credential holders oversee the success of a program, grouping related projects together to realize organizational benefits not available if they were managed separately. Who should apply? If you’re a program manager looking to demonstrate a proven ability to manage complex, multiple projects and align results to organizational goals; increase your visibility and value with your organization; and separate yourself in the eyes of employers, the PgMP credential is for you. PgMP Eligibility Overview To apply for the PgMP, you need to have either: This is an overview of the requirements. How to apply and prepare for the exam Maintain Your PgMP
Change management The NHS is currently undergoing a period of intensive change - technological, social and economic - so there is a real need for all managers to facilitate this change within their organisations and the wider NHS environment. Focus on change management - why is it important? Resources and online tools to develop change management skills Useful books to read Managing change There is a variety of sources of change that impact on individuals in their working life: Change for Service Improvement - e.g. changing how we deliver a serviceOrganisational Change - e.g. restructuring / reorganization / mergers Change for Development - e.g. career developments such as promotion, changes in work / life balance Different types of change require different approaches, but fundamentally managers of staff need to ensure that they support their team through the change. The process of transition © 2000 / 3 JM Fisher. Back to the top