Change management is often viewed as a separate discipline from project management. It typically occurs as part of the project roll-out. This is why the time and cost required to train staff to understand a new software system is only considered once the software has been developed. It is also why organizations may fail to identify other key processes that are impacted by the project, and why key stakeholders become more likely to resist change.
This course addresses change enablement and adoption through the effective integration of change management activities. Rather than treating change management as a separate entity, you will learn how change management activities are integrated into project management processes. Additionally, you will discover the benefits of having a more integrated approach to your change adoption and sustainability, including earlier and more cost-effective opportunities to adapt project outcomes and encourage widespread, earlier, change.
Whether you are using a predictive, adaptive, or hybrid project management approach, this course will help you achieve greater project success and improve project value. Learning takes place through discussion and application of course materials through hands‐on group exercises based on a realistic project scenario.
This course can be taken as part of the Project Management Certificate.
WatSPEED has been approved by the Project Management Institute (PMI®) to issue contact
hours and PDUs for our courses. This course provides three Ways of Working hours,
one Power Skills hour and three Business Acumen hours for the Talent Triangle ® for
a total of seven hours.
The "PMI Talent Triangle" and the PMI Talent Triangle image are marks of the Project Management Institute, Inc.
- Project managers
- Project team members
- Department leaders
- Individuals who aspire to become project management specialists
- Professionals who want to develop skills to deliver projects on target, on time, and on budget
- Identify projects for which change adoption is required to achieve project objectives.
- Integrate change enablement strategies into projects and project management approach.
- Indentify key change management models and understand their similiarities and differences.
- Apply specific techniques to encourage change enablement and the realization of project value.
- Understand change management models, such as ADKAR and Kotter.
- Adapt your own change management approach for greater project success and improved value.
The curriculum is compatible with the project management industry standard set by the Project Management Institute (PMI). The University of Waterloo partners with a project management training provider to offer courses that qualify for project management professional (PMP) Professional Development Units (PDUs) or contact hours. You will receive electronic course notes that parallel the course content and serve as an excellent project management resource tool.
Receive a certificate from the University of Waterloo
Upon successful completion of this program, you will receive a professional education certificate from the University of Waterloo.
- Formal training in project management fundamentals such as Project Management Applied Tools and Techniques (or equivalent).
Kristine Hatfield, PMP
Course Instructor, WatSPEED
Kristine Hatfield has over 20 years project management experience, including the management of large, complex, projects and programs, and project portfolios in excess of $250 million. She has successfully established company-wide project management practices and has a great deal of experience in implementing and leading project management offices (PMO), business analysis, strategic planning, and developing project managers.
Hatfield understands the importance of building high performing collaborative teams across organizations. She brings a practical “people focused” approach to the application of project management principles to deliver successful projects, programs, and portfolios. She has spent her professional career in the telecommunications industry and IT, including senior management roles, and has been a project management professional (PMP) since 2005.
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