The Human Change Management Body of Knowledge (HCMBOK (R)), Third Edition (Best Practices and Advances in Program Management)

"I am happy to recommend this work. I believe in the principles presented in it and identify with its context. Due to the lack of knowledge on the subject in the market, it is a topic that must be made known. The book should be in the library of all project and change managers."― Paul Dinsmore, PMI Fellow "Every manager should integrate **HCMBOK®** practices into their project management methodology in order to fully develop their work. This book addresses a simple and practical way that the critical component in organizational change management can be applied to projects of all kinds: the human factor."― Bruno Machado, Director, Project Management Office, Grupo Anima Educação "We live in a time of change, speed, and an avalanche of information. It is still very difficult for most companies to change their organizational culture efficiently. This book makes us reflect upon the crucial element in any change, and which most managers do not place in the foreground―the people." ― Joyce Meyer, CEO, iDigo "In today's constantly changing world, the Project Manager must have sensitivity to how people react to change. Knowing a method that provides a structured way to take care of the human aspect is a key factor in the success of any project! **HCMBOK®** offers a simple and practical approach to managing change, which can be easily incorporated into the project management routine, providing amazing results."― Pedro Augusto Cardoso da Silva, Engineering Director, METRÔRIO This reference starts by presenting the concept of change management, its players, strategies, and applicable models. In the second part, the book covers the set of good practices, methodology, and tools known as the **HCMBOK®**― Human Change Management Body of Knowledge. The third part introduces the concept of the Change Management Office (CMO) and its relation to the strategic planning of an organization. The book concludes with the competencies essential for a change manager, an approach to agile methodologies, and a model for managing cultural change. Content: Cover Half Title Title Page Copyright Page Dedication Table of Contents Foreword Foreword Preface Our Acknowledgments to HCMBOK®â#x80 #x99 s Collaborators About the Authors Introduction Chapter 1: Everything Changes, Everything Passes 1.1 A New Era in the Management of the Human Factor in Projects 1.2 Is Change So Difficult? 1.3 Effects of Change on the Workforce 1.4 What Has Changed in the Change Processes? 1.5 Change Strategies 1.5.1 Imposed Changes 1.5.2 Participatory Changes 1.6 The Players Involved in a Change 1.7 Models of Performance of Change Managers 1.8 Change Management Objective1.9 Importance of the Strategic Approach to Change Management 1.10 Project Management or Organizational Transformation? Chapter 2: HCMBOK®â#x80 #x94 Human Change Management Body of Knowledge 2.1 HCMBOK® Structure Chapter 3: Project Initiation and Planning 3.1 Define and Prepare the Sponsor of the Project 3.2 Hold a Working Session to Align and Mobilize Leaders 3.3 Define the Projectâ#x80 #x99 s Purpose and Identity 3.4 Mapping and Classifying Stakeholders 3.5 Assess Characteristics of the Organizational Culture and Its Effects on the Change Efforts 3.6 Define the Roles and Responsibilities of the Project Team3.6.1 Prepare the RACI (Responsible, Accountable, Consulted, and Informed) Matrix 3.6.2 Define the Project Organization Chart 3.7 Adjust the Physical Environment to the Project Needs 3.8 Plan the Teamâ#x80 #x99 s Assignment and Development 3.8.1 Teamâ#x80 #x99 s Assignment and Postproject Assignment 3.8.2 Define and Implement Preliminary Training 3.9 Assess the Predisposition to Changes and Their Impacts 3.9.1 Maturity to Deal with Loss 3.9.2 The Teamâ#x80 #x99 s Level of Confidence 3.10 Identify Alternatives for Knowledge Management 3.11 Establish the Change Management Action Plan3.12 Plan the Project Kick-Off 3.13 Develop the Change Management Strategic Plan 3.14 Chapter Summary Chapter 4: Acquisition 4.1 Plan the Human Aspects of the Acquisition Process 4.2 Assess Risks of Cultural Clashes between Vendors and the Team 4.3 Define the Teamâ#x80 #x99 s Additional Technical Training Needs 4.4 Map Vendorsâ#x80 #x99 Leadership Styles 4.5 Validate Roles and Responsibilities (RACI Matrix) with Vendors 4.6 Plan Vendorsâ#x80 #x99 Integration into the Organizational Culture Chapter 5: Execution 5.1 Carry Out the Project Kick-Off Event 5.2 Assess Organizational Impacts5.3 Plan and Execute Learning and Acquired Knowledge Management 5.4 Feed the Projectâ#x80 #x99 s Risk Map 5.5 Confirm the Stakeholdersâ#x80 #x99 Futures in the Post-Project Phase 5.6 Plan a Gradual Demobilization of the Project Team 5.7 Define Roles and Responsibilities for the Production Phase 5.8 Define Indicators to Evaluate Readiness for the Change Chapter 6: Implementation 6.1 Assess Stakeholdersâ#x80 #x99 Readiness and Confidence to Implement the Project 6.2 Ensure All Leadersâ#x80 #x99 Commitment to the Implementation 6.3 Hold the Implementation Decision Meeting "I am happy to recommend this work. I believe in the principles presented in it and identify with its context. Due to the lack of knowledge on the subject in the market, it is a topic that must be made known. The book should be in the library of all project and change managers."-- Paul Dinsmore, PMI Fellow "Every manager should integrate HCMBOK(R) practices into their project management methodology in order to fully develop their work. This book addresses a simple and practical way that the critical component in organizational change management can be applied to projects of all the human factor."-- Bruno Machado, Director, Project Management Office, Grupo Anima Educao "We live in a time of change, speed, and an avalanche of information. It is still very difficult for most companies to change their organizational culture efficiently. This book makes us reflect upon the crucial element in any change, and which most managers do not place in the foreground--the people." -- Joyce Meyer, CEO, iDigo "In today's constantly changing world, the Project Manager must have sensitivity to how people react to change. Knowing a method that provides a structured way to take care of the human aspect is a key factor in the success of any project! HCMBOK(R) offers a simple and practical approach to managing change, which can be easily incorporated into the project management routine, providing amazing results."-- Pedro Augusto Cardoso da Silva, Engineering Director, METRRIO This reference starts by presenting the concept of change management, its players, strategies, and applicable models. In the second part, the book covers the set of good practices, methodology, and tools known as the HCMBOK(R) -- Human Change Management Body of Knowledge. The third part introduces the concept of the Change Management Office (CMO) and its relation to the strategic planning of an organization. The book concludes with the competencies essential for a change manager, an approach to agile methodologies, and a model for managing cultural change. "This book presents a unique approach of change management in the language of project and process managers. The first part of this book presents the concept of change management, its players, strategies, and applicable models. The second part addresses the set of good practices, methodology, and tools that make up the Human Change Management Body of Knowledge (HCMBOK®). The last part introduces the concept of the CMO (Change Management Office) and its relation to the strategic planning of an organization. The book also lists the competencies essential to a change manager, presents the HCMBOK’s preliminary approach to agile methodologies, and provides a model for managing cultural change."--Provided by publisher. Read more... Abstract: "This book presents a unique approach of change management in the language of project and process managers. The first part of this book presents the concept of change management, its players, strategies, and applicable models. The second part addresses the set of good practices, methodology, and tools that make up the Human Change Management Body of Knowledge (HCMBOK®). The last part introduces the concept of the CMO (Change Management Office) and its relation to the strategic planning of an organization. The book also lists the competencies essential to a change manager, presents the HCMBOK’s preliminary approach to agile methodologies, and provides a model for managing cultural change."--Provided by publisher