Initiating and executing critical programs and projects often requires a successful change effort. Change can affect organizational structure, reporting relationships, and the manner in which work gets done; previously determined goals and metrics may no longer apply. Change may even threaten an organization's culture.
Perspectives on change differ based on the degree to which individuals accept the irrational and complex nature of change. Assumptions about the content, context, and process of change vary greatly from company to company, and from individual to individual. These assumptions deliberately or tacitly affect decision-making. As a result, managers and leaders who are expected to initiate, lead, and execute these programs and projects may feel ill-prepared or disempowered.
- Define different types of change, and diagnose the root causes driving the need for the change
- Analyze the psychology of change and diagnose why change efforts fail
- Apply a 90-day planning process for gaining the assurance and acceptance needed to successfully plan and implement change in support of your strategic program and project initiatives
- Address common challenges by applying tools and techniques to a variety of real-life, global case studies
It is recommended that you take Converting Strategy into Action (XAPM110) first as part of the Stanford APM certificate program.
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