Hi, thank you for joining me. We're here to talk about project teams leading change. And what this is going to involve is applying some of the basic principles of leading change, right to your project plans, and your project teams. I pulled some resources together for you to get the most out of this course. First one, I want you to have a hard copy of all the slides that'll save you from taking notes. If there's any theory to this work, there it is in those slides so you can download those and print them off.

I've also pulled together some worksheets. Now these are actual tools that throughout the program, I will simply ask you to stop the program, apply the ideas that we're talking about to your particular situation. also put in an article that I wrote a while ago called effective project teams, you'll find that helpful. I'd also like you to consider a resource that will help you get The absolute most out of this course and that would be colleagues in your organization. It would be ideal if you could take this course with your entire project team. Back, if you could have all the project teams in your organization take this, you would then all be on the same page with some of these ideas around making your projects more successful.

And of course, that would end up with things getting better. Your objectives for our time together are relatively straightforward. I want to deepen our understanding of what really is required to flesh out a much more effective project team by using an integrated systems based approach to leading change. So that's really what we're about. We're going to explore in some depth seven essentials to ensure project management. And those seven essentials are the most critical dimensions of leading change that applied directly to projects and project management has Throughout our time together, we're going to develop a plan to increase the effectiveness of your project team, and all project management in your changing organization.

So that's what we're going to do. Thank you for joining me. Let's get to work. Before we get too deep into the integration of leading change in project management, let's talk a little bit about where project management came from. projects have been around for a long time, one of the greatest pieces of evidence of a massive project that has withstood the centuries would be the pyramids in Egypt. However, the discipline of project management is relatively new.

And that discipline has had a really strong foundation in engineering. arguably one of the godfathers of project management was Taylor, an engineer who in the early 1900s, did time and motion studies to increase productivity in organizations. his colleague, Henry Gant was an engineer who studied naval shipbuilding and he develop Gantt charts, which are still used today, US Department of Defense engineers they're developed. The pert charts are program evaluation and review techniques. Again still use today from the 50s. These days we have very comprehensive project management software.

Microsoft Project is a massive thing and it's all grounded in engineering. We have got huge global organizations PMI project management international or IPM, a international Project Management Association, who have done an enormously good job at bringing the science side or the engineering side of project management forward. Many organizations today have, especially large ones have actually got project management offices. What's interesting is in spite of that strong foundation in engineering, there is an art that goes along with the science and I think projects have air Little bit too much on the science and not enough on the art. And I think that's where some of the leading change ideas can come to balance and really help support the science side of this equation. It's important to understand that not all projects mean change has been a number of projects over the years, you've probably got some underway in your own organization right now, it could be a research project could be a data gathering project, could be an opinion survey, could be a maintenance project could be a shut down project.

Those are called projects. But those aren't the projects that I'm talking about here. I'm talking about projects that mean change. The key question to ask is, if this project is successful, will something be different? So the projects that we're going to talk about the projects I'd like you to apply these ideas to or indeed projects that mean change. My guess is if you've been around project management or been participating a project teams have been a project leader for a while, you know that projects rarely, if ever fail on paper.

The plan is great. The website is very comprehensive. It's not until you put that plan into a human system that things start to run into trouble. And when we talk about running into trouble, what we're talking about is that we're not going to get successful results from this project. So before we get too deep into this, let's look at how we define success. We could talk about success from a time perspective, money, perspective and goals achieve perspective.

We could also talk about success in terms of the people coming through engaged in your organization as a whole benefiting from all of these projects or your particular project. Project Management specifically, and typically always focuses on the top three time, money and results or goals achieved. How does your organization define successful? projects or successful change? If you're having this conversation with some colleagues, stop this for just a moment and answer that question. How do you define successful projects in your organization?