How to embrace and exploit change

To celebrate the launch of our new eCourse, we’re releasing a brilliant new podcast each week which focuses on stakeholder management. Tune in each week for the next FREE instalment (view all previous Podcasts in the series here). If you are already subscribed to our mailing list, we’ll email you a simple recap of posts each Thursday so that you can listen at your own pace. Join our mailing list on this page for updates. Feel free to join the conversation by leaving your comments below, or connect with the FMPC tribe on social media.

In this podcast, Elise Stevens speaks with Dr. Ginger Levin, a project management expert with 50 years’ experience, about how to embrace and exploit change through effective stakeholder engagement.

Ginger specialises in portfolio management, program management, the Project Management Office, metrics and maturity assessments. She was the second person in the world to receive the PgMP.

Ginger received her doctorate in Information Systems Technology and Public Administration from The George Washington University, and received the Outstanding Dissertation Award for her research on large organisations. She is an adjunct professor for the University of Wisconsin-Platteville, SKEMA University in France and RMIT in Melbourne.

She has consulted for a range of public and private companies and is the author or co-author of 13 books.

Points raised in this podcast:

• Change is affecting project managers faster than ever before, including changes in technology, regulations, legislation and mergers and acquisitions.
• It is important to exploit and embrace change rather than be concerned by it or resistant to it.
• Without effective stakeholder engagement project managers cannot embrace and exploit the changes they face.
• Project managers must consider how stakeholders will react to change. For the project to be successful, the stakeholders must know how they will use the new product or service and adapt to the change it will bring.
• Project managers should expect change both inside and outside the organisation.
• Stakeholders often report being ‘change fatigued’. It’s important to continue to communicate how change can be positive.
• When stakeholders are well informed about the vision and direction of the organisation they will be more likely to embrace and exploit change.
• The sheer number of stakeholders involved in some projects can pose a challenge.
• Project managers should try to identify stakeholders that are positive influencers so they can assist with stakeholders that are resistant to change.
• Identifying stakeholders is not a one-off task performed at the beginning of the project. It should be a constant process, as not all stakeholders will be involved at all stages of the project.
• If stakeholders are leaving or becoming less engaged with the project, project managers should ensure that is not due to a lack of communication.
• Look for the missing stakeholders. Is there someone you haven’t considered?

You can find Dr Ginger Levin on LinkedIn.