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The primary purpose of this site My objective with this site is to help you to address these 3 key powerful questions: (1) What do I need to know? Programme Management Is the holistic perspective - takes in the bigger picture. Is the coordinated management of a Portfolio of Projects that change organisations to achieve benefits that are of strategic importance. Delivering Change expertise that allows you to focus your own specialist skills on creating value for your business. Understanding the business strategy and how planned changes fit to build an effective change programme that achieves real, measurable value.
Providing a structure to allow effective control of the overall programme and management of changes to ensure delivery of the expected value. Using a structured framework and comprehensive toolkit to develop a tailored change approach which supports the realisation of value.
Ensuring that skills and resources are in place to deliver business requirements and achieve value. Delivering all the key stages in the project lifecycle from discovery, approval, design, development, implementation and review to ensure successful generation of measurable value. Organizational events such as restructuring, mergers and acquisitions or financial problems force leaders to rethink their work and adapt to a changing workforce. Rapid change and constant transition have created a more emotional dynamic in organizations.
People have come to accept change as a part of organizational life and are more comfortable in adapting to it.
The complexity and intensity of transition is a reaction to change - and the more frequent or more dramatic the change, the more complex the process of transition. The stresses and pressures generated by structural or operational change lead to an increased need to pay attention to what's going on with the people in the organization. Managing change requires leaders to focus simultaneously on managing the business and providing effective leadership to the people.
This article was adapted from the CCL publication Leading With Authenticity in Times of Transition.

CCL's flagship leadership development experience uses a variety of in-depth self-awareness tools and activities to enhance leadership capabilities.
June 28, 2013 By Teri Beckman 2 Comments Europeans have been studying what personality traits help business people manage change and generate higher profits.
It turns out almost all strongly held personality traits actually inhibit people from being able to work successfully with change. The professor’s results show that “teams with markedly strong personality traits were more inflexible than teams with less strong traits”, and therefore had less ability to adapt to change. He reports, “This became a significant problem for the management teams during the three-year period.
Within a Skillful Means framework, strongly held traits may indicate an imbalance within individuals which becomes a liability to organizations as individuals struggle to manage change. Indeed, the study found the stronger the personality trait, the stronger the tendency to act on personal preferences and not adapt to the situation at hand. Go here to learn how other organizations have used Skillful Means methods to learn to work effectively with change.
If you are solo-preneur, keep your eyes out for a local training in North Carolina this summer.   If you will be in Asheville July 28th join us for a workshop to transform stress and re-direct that energy into building a thriving business.
3. Skillful Means books can also be an excellent resource for you as develop skills in problem solving and dissolving stress to support your ability to manage change and make your organization more financially sustainable. Is the understanding and management of Benefits, Risks and Issues and the provision of an Organisation Structure and Process Definition.
Leading transition is about guiding people though a process of grieving, letting go, building hope and learning.
Participants learn strategies for continuous development through extensive assessment, group discussions, self-reflection, small-group activities and personal coaching. Further he found managers with both of these qualities achieved better profitability for their companies and businesses than individuals in whom these traits were relatively weak. How you manage the impact of change is a key component to realizing of the strategic benefits of your project.

Does not replace Project Management - it is a supplementary framework Differences between projects and programmes A Programme is all about delivering the overall business benefits in line with the strategic vision and over a longer period of time than a project. In these times when unrelenting change is becoming the norm, leaders have no choice but to adapt and help others to adapt.
External factors - the economy, industry and market trends, globalization, political and social concerns and rapid technological changes all conspire to make leadership a complex, difficult undertaking. Managing change requires leaders to deal effectively with both the structural side of leading change and the human dynamic of transition. This just underlines the value of stress management and the importance of the skills you teach. Managing Change in Organizations: A Practice Guide builds on our foundational standards and assists project, program and portfolio managers in developing competency in this area.
Whereas a Project has a definite start and finish point, with the aim of the delivery of an output that may be a product, service or specific outcome. When the skills associated with either side are overplayed, leaders destabilize the organizational culture by eroding trust.
It is a pity such skills are not yet widely taught as most people would benefit by having some stress management tools in their toolkit.
Programme management focuses on the management of all key stakeholder relationships and the delivery of defined business benefits and in addition to managing the project portfolio will also include the management of any other activities that are necessary to ensure a complete delivery. Instead of a loyal, productive and enthusiastic workforce, executives and managers must lead employees who are insecure, fearful and skeptical. By failing to gain sufficient buy-in from employees, leaders slow down and undermine their progress toward new goals.

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