As you may already know, a Change Management Practitioner qualification is currently in development. The current APMG plan is for these to be available to candidates as early as November 2009.  I think its fair to say that  a task as complex as this where the quality of the deliverables  is paramount …..may get delayed.

However, it is our intention at Project Laneways to be a the forefront of this. We plan to be the first to develop a Practitioner workshop and offer qualification.

I am on the exam panel and must respect the rules of confidentiality that I have signed up to, but I am quite excited about this.

The new version of PRINCE2, PRINCE2 2009, talks about embedding PRINCE2 in an organisation. This is about getting the organsiation to use PRINCE2 effectively. This will mean

• Training managers in PRINCE2
• Briefing Execcutives in PRINCE2

Tailoring PRINCE2 so that it is aligned with other organsiational processes e.g. annual budget process, account management, financial delegation etc

Coaching and mentoring Project Managers and Project Boards so that they use PRINCE2 intelligently and appropriately. It should be seen as a useful aid to Project Management not as an impediment

Being prepared to adapt the usage as the company eveolves.

In other words this is  Change Management Initiative and sits right at the cross roads of two Project laneways fields of expertise.  I intend to write more about this over the next few months.

“Change is inevitable, except from a Vending Machine”  Robert C. Gallagher

I have to say I like that quote.

PRINCE2® is a method for running projects. It is adaptable to any size or type of project and can be used by any organisation. So why do so many organisations fail to get the best out of PRINCE2® or even give up trying?

Introducing PRINCE2® into your organisation? Here are eight simple mistakes to avoid.

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