The Definitive Certification for professionals in Organizational Change, Transition and Transformation roles.
7 December6 days split over 2 weeks
Session 1 - Week 1Mon 07 Dec 09:30 - Tue 08 Dec 17:00Online
Session 2 - Week 1Thu 10 Dec 09:30 - Fri 11 Dec 17:00Online
Session 3 - Week 2Tue 15 Dec 09:30 - Wed 16 Dec 17:00OnlineOnline
Register10 places remaining
- €3,300.00 excl. VAT
4 February2 weeks, Mon, Tue, Thu & Fri 9:30 AM – 5:00 PM
Session 1Thu 04 Feb 09:30 - Thu 04 Feb 17:00Online
Session 2Fri 05 Feb 09:30 - Fri 05 Feb 17:00Online
Session 3Mon 08 Feb 09:30 - Mon 08 Feb 17:00Online
Session 4Tue 09 Feb 09:30 - Tue 09 Feb 17:00Online
Session 5Thu 11 Feb 09:30 - Thu 11 Feb 17:00Online
Session 6Fri 12 Feb 09:30 - Fri 12 Feb 17:00OnlineOnline
Register12 places remaining
- €3,300.00 excl. VAT
4 May2 weeks, Mon, Tue, Thu & Fri 9:30 AM – 5:00 PM
Session 2Tue 04 May 09:30 - Tue 04 May 17:00Online
Session 3Thu 06 May 09:30 - Thu 06 May 17:00Online
Session 4Fri 07 May 09:30 - Fri 07 May 17:00Online
Session 5Mon 10 May 09:30 - Mon 10 May 17:00Online
Session 6Tue 11 May 09:30 - Tue 11 May 17:00Online
Session 1Fri 14 May 09:30 - Fri 14 May 17:00OnlineOnline
Register12 places remaining
- €3,300.00 excl. VAT
This course was created by APMG in collaboration with The Change Management Institute (CMI) – the global, non-profit association of change managers committed to advancing the change management profession. The course is accredited by the UK’s only Government recognised National Accreditation body, UKAS.
The course is delivered by our certified Instructor in 2 parts, Foundation and Practitioner. Delegates will progress from being an effective team member involved in organizational change projects in the Foundation level training and exam, all the way to being recognized as a dependable manager of organizational change after the Practitioner level training and exam.
You will acquire the knowledge and skills to support smooth organizational change in your organization.
On completion of this course all delegates will know:
· How the process of organizational change or transformation occurs.
· The roles needed to assemble teams most likely to achieve successful organizational change.
· How people react to organizational change and how to help them adapt.
· How to develop strategies to keep people motivated while an organization undergoes change.
· The different types of change process e.g. planned and emergent change.
· How to apply appropriate process frameworks to optimally plan and understand organizational change.
· A range of organization paradigms with which to understand, support and sustain organizational change processes.
· How to properly prepare for an organizational change initiative - such as building an effective change team and offering insights which enhance the team's performance.
· What is required to prepare people for organizational change.
· How to establish a clear framework of roles, skills and activities through which leaders can support and sustain the change process.
Module 1. Change and the Individual
· In this section we examine how individuals react to change, understanding these reactions and how to devise suitable strategies for creating participation in the change whilst minimising resistance to it.
· A review of how individuals take on information, about new ways of working including Kolb’s learning styles; Conscious competence and the Learning dip; and the factors that create the pressure to learn.
· The emotions that people experience during change is explained through the use of the transition curve, referencing Kubler-Ross; Adam, Hayes and Hopson, Bridges model of Endings; Neutral Zone and New Beginnings – how to apply this knowledge.
· To encourage individuals to engage with change there is an explanation of the theories of motivation including intrinsic motivation, expectancy theory, reward and punishment and how personality preferences affect reactions or resistance to change.
· The change vision and motivation, the importance of positive messages and the recognition of change.
Module 2. Change and the Organisation
· This section looks at how organisational culture is shaped and communicated including behaviours, symbols and systems. It then examines how models of organisational change including Kotter and Lewin can be applied to different cultures.
· A review of how organisational change models can be used as a “skeleton structure” of change activities to include in project plans.
· Increases in the pace and scale of organisational change have had an impact on the effectiveness of traditional models, so there is a review of the theories of emergent change including chaos theory; complex adaptive systems and complex responsive processes.
· There is practical guidance about what makes a good change sponsor, a good change agent and the important role that line managers play in making change happen. This section also includes an explanation of the relationship between change initiatives and portfolio, programme and project management and practical guidance on how to write a vision for change and the relationship between change and benefits management.
· A practical approach outlining the research evidencing the strategic importance of change with a context setting session explaining where change/deployment/implementation comes into the project lifecycle and the assumed responsibilities for change between project managers and their customers.
Module 3. Communications and Stakeholder Engagement
· This section of the course provides a step by step guide to communicating with all stakeholders according to a set of communication principles that ensure messages are not only given, but that those affected are consulted and involved. Emphasis is on generating ownership of the change at every level throughout the organisation, ensuring change is seen as a collaborative, shared initiative.
· There is a review of techniques for identifying, segmenting, mapping stakeholders including the CPIG (customers, providers, influencers, governance) stakeholder segmentation model and the Stakeholder Radar and use of the AIDA model. There is an explanation of lean and rich communication methods including social media and how these methods form part of the communications strategy and plan.
Module 4. Change Management Practice
· This material is very practical and forms the practitioner part of the syllabus so is trained after the Foundation examination. It includes a review of the McKinsey 7S Model, the Beckhardt and Harris Change Formula as ways to assess and prepare for the impact of change.
· There are ideas for how to build a change agent network, the Tuckman stages of team development and the Glaser and Glaser team effectiveness model. There is a review of the required contents for a comprehensive change management plan and how to deal with resistance to change using a psychological contract and appreciative enquiry techniques.
· Change impact and change readiness with the emphasis on diagnostics and the project manager having detailed understanding of change to ask perceptive go/no go questions
· This section also looks at how to apply levers to make change happen, and how to assess the levels of adoption of change and how to deliver and realise the benefits of Change Management.
· Finally this module includes information on how to plan the training needed to support change.
There are no specific prerequisites for this course aside from undertaking the pre-course reading provided so that attendees can review the material prior to the course and nit the ground running on Day 1. We recommend 10-15 hours of pre-course work.
The Change Management Foundation certificate is a pre-requisite for the Practitioner.
Who should attend
Change Makers and Shakers
· Anyone interested in understanding the basic principles of achieving successful organizational change, transition or transformation.
· Team members involved in organizational change, transition or transformation projects.
· Professionals pursuing the Change Management Practitioner certificate – for which the Change Management Foundation certificate is a pre-requisite.
· Aspiring or current managers of organizational change, transition or transformation.
· Those performing key roles in the design, development and delivery of organizational change programmes, including:
o Change Project Managers
o Transformation Managers
o Senior Responsible Owners
o Business Change Managers
o Change Programme Managers
o Operational Line Managers
Your benefits at a glance
VHI have sent many members of our company to the ‘Change Management in an Agile environment’ training course. The content is excellent and superbly delivered. All attendees are using the many tools and tips to help enable change initiatives. The learning from the course is easy to use and the book allows attendees to revisit content from time to time. This course is as relevant outside the technology area as it is within.
VHI selected the BCS Diploma in Business Analysis as the standard for all our Business Analysts. By sending our BA’s on the course we are able to have consistency in this area. We supplemented this with some tailored content also to help with a move to Business Driven Design and Expleo Group delivered this content too.
Head of Change Delivery
“The Change management Foundation and Practitioner training I attended at Expleo Group, was excellent and as a result of the courses, I am now more aware of the best processes and practices that I can use to become more effective as a manager of Change. There is a good mix of theory and practical exercises which enables the participants to apply the theory to real life examples and encourages great conversation within the group which adds huge value to the training material. The course facilitators, Liam Sherlock and Melanie Franklin were excellent. They kept the group on track to achieve success in the exams and I would highly recommend the course to anyone working in, or interested in Change Management.”
Change Team Analyst Manager
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