APM Research Project Update: Development of diagnostic tool, Enabling Change SIG newsletter 2016
2. APM Research Project Update: Development of diagnostic tool - Parag Gogate
This project is now in its final stages and the research team is busy carrying out data analysis. We have also started to share the initial findings from the survey with some sponsor organisations to seek their feedback and the response has been very encouraging so far. We completed these sponsor feedback session by end of April 2016. The findings of this research will be formally published at the Annual General Meeting on the 9th June in London so please do book your place.
This exciting volunteer research is being funded by APM and will produce a measurement and diagnostic method to quickly explore and identify behavioural obstacles in relation to readiness/resistance to change. This diagnostic tool will enable practitioners to take necessary action to minimise impact, maximise project productivity.
Launch of new SIG Research – Change Success Factors & Measurement of Change Success
In May 2016, the SIG will be embarking on new research to explore ‘Change Success Factors and Measurement of Change Success’. Delivering organisational change is getting highly complex with failure rates of 70% being frequently cited by various sources. APM has set an ambitious 2020 Vision – ‘A world in which all projects succeed’ and published a report in 2014 on ‘Conditions for Project Success’. This report revealed the key to project success and the impact of failing to apply this knowledge can have on projects, programme and portfolios.
A brief review of the various sources citing change failure rate raises many questions:
a. Varying definition of change, project and programmes found in academia and practice. This further varies from one organisation to the other.
b. What does ‘success’ really mean? Is failure to achieve one or more objectives of an organisation change a complete failure or partial failure?
c. What are the specific factors that determine Change success?
d. Timing of ‘success’ measurement – Was it done before and at the end of the change initiative?
e. What are the specific measures of success/failure? Do these measures differ depending on the nature of organisational change?
f. From whose perspective are we measuring success/failure? Senior executives, shareholders, managers or employees?
This new research will look to explore and answer the above questions and to address this knowledge gap. More details on the research and how to participate will be published in May.
If you have any questions or would like further details then please contact:
For further details please contact Parag Gogate on email@example.com
Find out more about the research here: https://www.apm.org.uk/enabling-change