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Selection of Organizational Change Managers and why They are Different

Stephen J. Garfein

出版	Project Management Institute, 2012
URL	http://books.google.com.hk/books?id=pIR1AQAACAAJ&hl=&source=gbs_api

註釋

The need to proactively address organizational change is atypical. It is more typically the case that organizations inadequately address the impact of change resulting from project and program implementation. This paper outlines a process using a work preference assessment to help identify potential organizational change managers. It bridges the gap between the research of Gilbert (2006) and the research of Crawford and Nahmias (2008). This gap was first identified and described by Garfein and Sankaran (2011). The objective of this paper is to improve the probability of successful outcomes of programs and projects, requiring significant organizational change. In addition, the paper discusses these topics: strategic portfolio management model; strategic throughput best practices; organizational change model; identification of work preferences; identification of organizational change managers; four case studies; and future research and publications.