Change Management foundation | MSP training

ABOUT THE PROGRAM

Change is the law of nature and one must follow it. Organisations need to accept these change with time. How organization manage this change and dealing with its impact is the real point of discussion. The joint venture of CMI and APMG introduces The Change Management Certification. It is designed to impart these skills to the interested candidates. Change Management is purely collective approach by both these institutions. It serves as the best example for the professionals looking to be effective change managers.

Learn how to Manage Change in an organization with the help of agile Techniques
Develops a quality to Initiate Change Programs for your Organisation
Prepare Communication Plans with tour team To Bring About Change
Learn to Manage Change From APMG Certified Instructors
Best Price in the industry
One can expect high Salary after Course Completion

WHAT'S INCLUDED ?

Find out what's included in the training programme.

Key Learning Points

Clear and concise objectives to guide delegates through the course.

Tutor Support

A dedicated tutor will be at your disposal throughout the training to guide you through any issues.

Courseware

Courseware will also be provided to the delegates so that they can revise the course after the training.

PREREQUISITES

The MSP Training design change management course with no such primary condition. But if a delegate does have experience of organisational change then surely understand the course easily and quickly over his counterparts. It is always understood that prior experience of any task is helpful. The training with MSP Training will be a wonderful experience for all the delegate. Here, we provide the best learning Environment.

TARGET AUDIENCE

This course is designed for Business managers, Project managers, HR representatives, Program Managers and any member of a team who involved in an organizational change

WHAT WILL YOU LEARN?

After successful completion of the course, the candidate will learn following concepts:

Change drivers Recognition
Checking the impact of change on team members in organization
Organization culture Isolation
Check the impact of these cultures on change management
Do planning of learning activities to support change
Examine and Identify stakeholder’s influence
Execution and creation of a communication management plan
Develop an Active team for change

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PROGRAM OVERVIEW

The extent of the change is controlled by the Change Advisory Board i.e (CAB) which actually examine the 7 R’s that are added in the process of change. These 7 R’s are as following:

Resource: What are the different resources that are essential to make a change successful? what is the maximum time one needs to manage that resource? what is the maximum budget we can ask from the organisation? The quality of the resources is also the important factor that needs to be included in it.

Reason: Does change require? Why one organization needs any change? To what extent change should be there in it. All the changes applied in the best possible way.

Return: what is the return organization needs from the change? After that, the proper evaluation of the work needs to be undertaken. The best change credit goes to the workforce and the one who is leading them.

Relationship: what is the relationship between the change and other requested change ? is its congruence with the earlier change and proper scrutinization is required.

Risks: one of the most important factors is to take a calculated risk while going for a change. What types of risk are there?

Responsible: who is responsible for build, test and implementation of the change? It is very challenging task to look for the right leader in the organisation. so, whenever a project met any kind of status whether get successful or meet with failure. So, who will come and take responsibility is the important thing?

This course covers the following topics:

PROGRAM CONTENT

Change and The Organisation

Reasons for Organisations to Change
Implications on The Design of Change Programmes

Change – Organisation and The Individual

Change Management Perspective
Impact of Change On An Individual
It's Implications While Planning Change
Frameworks to Support the “People Focused” Change Management Plan
Main Roles in Supporting Change

Education and Learning Support

The Learning Process
Recognising and Meeting The Learning Needs
Implications of Learning Styles While Designing Learning Interventions

Communication and Stakeholders’ Engagement

Stakeholder Plan
Identify and Analyse Stakeholders
Develop Change Management Foundation Effective Strategies
Communication and Commitment
The Effective Communication Theory
Different Communication Channels and their use
Developing a Communications Plan
Monitoring and Evaluating The Effectiveness of a Communication

Change Management In Practice

Change Impact
Tools to Ensure A Comprehensive Change Management Plan
Change Readiness, Planning and Management
Increase The Level of Motivation to Change
Build Organisational Readiness to Change
Prepare for Resistance

Personal and Professional Management

Develop Teams To Help Manage Change

Change Management Foundation Enquiry

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Reach us at 0121 368 7851 or info@msptraining.com for more information.

ABOUT Milton Keynes

Milton Keynes is a town in Buckinghamshire, South East England, that lies equidistant from London, Birmingham, Oxford, Cambridge and Leicester. Although the town was found as recent as January 1967 to provide for the more residential area, archaeologists have traced its existence back to the Bronze Age. When the town of Milton Keynes came into existence in 1967 it took under its umbrella the existing towns of Bletchley, Wolverton and Stony Stratford. The town got its name from the Middle Age village of Milton Keynes which was mentioned as Middeltone in the 11^th Century.

The town has a population of 250,00 as of now which is almost 5 times than it was when it came into existence in 1967.The design of this town was created by known urban planners and architects including Lord Norman Foster, Sir Richard MacCormac, Ralph Erskine, Henning Larsen, Martin Richardson and John Winter. The design the created was of a modernist type and used the grid square system.

The town is home to various parkland and lakes which are now known to characterize Milton Keynes now. Though one may find very tall buildings in Milton Keynes today, this was not so until 2004. Earlier, as a rule, no building could be taller than a tree.Milton Keynes is a combination of both the ancient and modern attracts visitors and new residents alike.

Villages and Towns in Milton Keynes

Bletchley - first recorded as Blechelai in the 12th century was a major Victorian junction that was the main cause of its development during that period. The villages of Water Eaton and Fenny Stratford also became a part of Milton Keynes later on.
New Bradwell – It was built for the railway workers especially to the north of Bradwell, across the canal and the railway, to the east of Wolverton. The old Wolverton to Newport Pagnell Line has now been converted to a Redway, a favourite for cyclists and so named because of the red pathways.
Great Linford - mentioned as Linford in the in the Domesday Book as Linford, features a church dating to 1215 AD that is dedicated to Saint Andrew. What is now an arts museum used to be the outer buildings of the 17th-century manor house. The Linford Manor has also become a well-known studio for recording.

Existing Districts and Councils of Milton Keynes

Bletchley and Fenny Stratford:, Central Bletchley, Denbigh North, Water Eaton, Denbigh East, Brick fields Denbigh West Fenny Stratford, Granby, Mount Farm, Newton Leys, Fenny Lock
Bradwell: Bradwell village, Bradwell, Bradwell Common, Rooksley, Heelands
Bradwell Abbey: Rooksley, Kiln Farm, Two Mile Ash, Wymbush, Stacey Bushes
Broughton and Milton Keynes: Middleton (including Milton Keynes Village), Pineham, Atterbury, Brook Furlong, Broughton, Fox Milne, Oakgrove, Northfield
Campbell Park: Springfield, Fishermead, Newlands, Oldbrook, Woolstone, Winterhill, Willen and Willen Lake
Central Milton Keynes: Campbell Park and Central Milton Keynes
Great Linford: Blakelands, Conniburrow, Downs Barn, Giffard Park, Bolbeck Park, Great Linford, Pennyland, Downhead Park, Neath Hill, Willen Park, Tongwell
Kents Hill, Monkston and Brinklow: Kents Hill, Brinklow, Monkston, Kingston
New Bradwell
Loughton: Great Holm, Loughton Lodge, Loughton, Knowlhill
Old Woughton: Woughton Park, Woughton on the Green, Passmore
Shenley Brook End: Furzton, Emerson Valley, Kingsmead, Snelshall, Shenley Brook End, Westcroft, Tattenhoe Park, Tattenhoe,
Shenley Church End: Grange Farm, Crownhill, Melbourne, Hazeley, Oxley Park, Oakhill, Woodhill, Shenley Church End
Simpson: West Ashland, Simpson, Ashland
Stantonbury: Blue Bridge, Bancroft/Bancroft Park, Linford Wood, Bradville, Stantonbury Field, Stantonbury, Oakridge Park
Stony Stratford: Galley Hill, Fullers Slade
Walton: Walton, Walton Hall, Caldecotte, Old Farm Park, Brown's Wood, Tilbrook, Tower Gate, Walnut Tree, Walton Park, Wavendon Gate.
West Bletchley: Denbigh Hall, Old Bletchley, Far Bletchley, West Bletchley
Wolverton and Greenleys: Wolverton, Old Wolverton, Greenleys, Hodge Lea, Stonebridge
Woughton: Netherfield, Beanhill, Peartree Bridge, Bleak Hall, Elfield Park, Coffee Hall, Eaglestone, Leadenhall, Redmoor, Tinkers Bridge.

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Change Management and process

The prominent theo...