9 tips to consider for your projects

The following 9 tips will provide you with some useful guidance for effective project management and were taken from Ranjit Sidhu’s book Titanic Lessons in Project Leadership, a practical guide to help you gain a deeper understanding of how leaders and teams...
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Kubler-Ross change curve

The ‘change curve’ derived from the work of Kubler-Ross, describes the internal emotional journey that individuals typically experience when dealing with change and transition. This journey consists of a number of stages that people go through: shock and denial, anger, bargaining, depression...
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Lewin’s three step change model

Kurt Lewin was a modern pioneer in social, organisational and applied psychology. He was also a physicist and explained organisational change using the analogy of a block of ice. His model has three stages: • Unfreeze • Change • Refreeze To convert...
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McKinsey 7S change model

Identifying and analysing the impact of change is one of the keys to effective change management planning. It helps to avoid or at least minimise the disruptive impact of change and support the positive aspects of it. The McKinsey 7S model was...
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Beckhard and Harris’ change formula

For change to occur a number of factors need to be in place. Beckhard and Harris put these factors into a change formula. This change formula is deceptively simple but extremely useful.  It can be brought into play at any point in a...
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Gower Handbook of People in Project Management

The launch of ‘Gower Handbook of People in Project Management‘ by Gower Publishing is evidence that the importance of the people element of project management is being increasingly recognised, with a real thirst developing for more understanding of this critical area. ChangeQuest’s...
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Kotter’s 8 step change model

The idea of Establishing a Sense of Urgency – is from John Kotter’s 8-step model for change. It emphasises that to make change happen, people must really feel the need for change; creating a “burning platform”, because it’s only when people are convinced...
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Change Management Body of Knowledge

Published by the CMI and APMG-International, with ChangeQuest’s Ranjit Sidhu as part of the authoring team. Change Management is starting to be seen as a profession in its own right. It has taken a long time to get here, even though people...
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The Effective Change Manager’s Handbook

Essential guidance to the change management body of knowledge Edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey The change management profession is no longer in its infancy, and is no longer reliant on parent disciplines such as organisational development...
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Relative prioritising and sizing

This model for relative prioritising and sizing of requirements is a technique often used in an Agile/SCRUM environment, but I have found it to be invaluable in many different situations. It is a way of quickly mapping out the relative priority and...
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Bridges transition model for change

William Bridges in his book Managing Transitions says: “Transition is about letting go of the past and taking up new behaviours or ways of thinking”. There is always a point when the old and new worlds meet, where they have to co-exist...
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Tackling change head on webinar

This webinar will help you tackle this head on, making sure your company can change faster than the world outside. You’ll learn some invaluable practical ways to do this.
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Performing through the learning dip

When you’re faced with change and having to do things in a new way, have you noticed that it takes longer to get things done? The smallest changes in a process can be disruptive. Most change situations involve having to learn something...
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Titanic Lessons in Project Leadership

This book focuses on the people aspects of the Titanic story; the key stakeholders, power dynamics, underlying perceptions, communication, leadership and team interactions. We draw on this tragic tale to focus on the ‘behind the scenes’ aspects of human communication and leadership to guide you in...
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Tackling the pace of change head on

The constantly increasing pace of change can leave organisations in a state of flux. Continuous change is normal life; it is not an extra nice-to-do. We need to weave it into the DNA of the organisation so that everyone is comfortable getting...
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