Posted by: Hysam Darwan | July 19, 2015

2015 PMP Exam Change Explained

2015 PMP Exam Change Explained

Posted by: Hysam Darwan | July 19, 2015

Context for Guiding Principles

Adventures in Project Management

In my second book I outline eight fundamental guiding principles for managing programs. I believe that they all need to be used to ensure successful delivery and that missing any one of them can cause challenges. Therefore, I created the chart below that shows all eight principles and what happens if one of them is missing


  1. Without Diligence, there will be chaos since key deliverables (e.g. plans, risk logs, etc) will not be updated and therefore teams will be constantly reacting to problems
  2. Without Attention to Detail the small things will be overlooked and therefore key implications will be missed
  3. Not focusing on Simplicitywill result in Complexity, which adds cost and risk to programs
  4. Transparencyis critical for managing programs and without it, they will be flying blind
  5. Having Single Sources of Truth for program information is essential for managing key program content (scope, schedule, risks) and without…

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Posted by: Hysam Darwan | July 19, 2015

What is emotional intelligence?


Emotional Intelligence is the new “Buzz Word” for sure. And like any other “Buzz Word” this is being lapped up, imbibed, written on and dissolved into organization culture by various organizations without much thought to what it really is.

To make matters worse, this “Buzz Word” is being hijacked by Training Providers and Human Resource Consultants to churn out “Trainings” and “Consulting” on this topic, with more focus on “encashing the Buzz” than accuracy. This in turn promotes more confusion then interest in the subject.

Today this term is being miss-represented to mean anything to every thing; some “Experts” present it simply as “Ability not to get annoyed” while some “Experts” present it as though it comprises every single Soft skills, communication skills or interpersonal and even leadership skills in its folds.

In the true spirit of PM-Pulse, which loves to de-mystify topics and subjects around Management, let us have…

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Posted by: Hysam Darwan | December 29, 2014

Three Types of Change Management Models

By Bree Normandin | Posted on August 28, 2012

According to an article in Forbes, Change Management Guru is the world’s oldest profession. Almost everyone has a few theories about change management.

While there are many change management models, most companies will choose at least one of the following three models to operate under:

  1. Lewin’s Change Management Model
  2. McKinsey 7-S Model
  3. Kotter’s 8 Step Change Model

Lewin’s Change Management Model

This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin noted that the majority of people tend to prefer and operate within certain zones of safety. He recognized three stages of change:

  1. Unfreeze – Most people make an active effort to resist change. In order to overcome this tendency, a period of thawing or unfreezing must be initiated through motivation.
  2. Transition – Once change is initiated, the company moves into a transition period, which may last for some time. Adequate leadership and reassurance is necessary for the process to be successful.
  3. Refreeze – After change has been accepted and successfully implemented, the company becomes stable again, and staff refreezes as they operate under the new guidelines.
  4. While this change management model remains widely used today, it is takes time to implement. Of course, since it is easy to use, most companies tend to prefer this model to enact major changes.


McKinsey 7-S Model

The McKinsey 7-S model offers a holistic approach to organization. This model, created by Robert Waterman, Tom Peters, Richard Pascale, and Anthony Athos during a meeting in 1978, has 7 factors that operate as collective agent of change:

  1. Shared values
  2. Strategy
  3. Structure
  4. Systems
  5. Style
  6. Staff
  7. Skills

The McKinsey 7-S Model offers four primary benefits:

  1. It offers an effective method to diagnose and understand an organization.
  2. It provides guidance in organizational change.
  3. It combines rational and emotional components.
  4. All parts are integral and must be addressed in a unified manner.

The disadvantages of the McKinsey 7-S Model are:

  • When one part changes, all parts change, because all factors are interrelated.
  • Differences are ignored.
  • The model is complex.
  • Companies using this model have been known to have a higher incidence of failure.


Kotter’s 8 Step Change Model

This model, created by Harvard University Professor John Kotter, causes change to become a campaign. Employees buy into the change after leaders convince them of the urgent need for change to occur. There are 8 steps are involved in this model:

  1. Increase the urgency for change.
  2. Build a team dedicated to change.
  3. Create the vision for change.
  4. Communicate the need for change.
  5. Empower staff with the ability to change.
  6. Create short term goals.
  7. Stay persistent.
  8. Make the change permanent.

Significant advantages to the model are:

  • The process is an easy step-by-step model.
  • The focus is on preparing and accepting change, not the actual change.
  • Transition is easier with this model.

There are some disadvantages offered by this model:

  • Steps can’t be skipped.
  • The process takes a great deal of time.

It doesn’t matter if the proposed change is a change in the process of project planning or general operations. Adjusting to change is difficult for an organization and its employees. Using almost any model is helpful, because it offers leaders a guideline to follow, along with the ability to determine expected results. This is helpful because change is difficult to implement and manage.

Posted by: Hysam Darwan | December 29, 2014

Countries Can Boost Business by Increasing Citizens’ Rights

US spending on corporate training grew by 15% last year (the highest growth rate in seven years) to over $70 Billion in the US and over $130 Billion worldwide.

This tremendous increase follows two years of accelerated spending in this area (10% in 2011 and 12% in 2012), illustrating how companies see tremendous skills gaps as we recover from the recession.


Why the rapid growth? All our research tells us that organizations today suffer from a “skills supply chain” challenge. Not only do more than 70% of organizations cite “capability gaps” as one of their top five challenges, but many companies also tell us that it takes 3-5 years to take a seasoned professional and make them fully productive.

  • Spending on leadership development remains very high.  As in prior years the research shows that the #1 areas of spending is management and leadership (35%). All our research on corporate talent shows that global leadership gaps continue to be the most pressing issues on the minds of business and HR leaders. As Millennials take on more responsibility, companies need to build leadership skills at all levels and in all geographies around the world. (Read more at:  Millennials Will Soon Rule the World.)

This is exciting news. While skills gaps (we call it the “supply chain of skills”) continue to challenge companies, an increased investment in training is good for everyone: employees, businesses, and job seekers. This level of increase shows that businesses are aggressively expanding and companies need skilled workers to grow.

Despite a tightening labor market for skills, this data predicts a good year ahead.

Posted by: Hysam Darwan | September 19, 2014

Microsoft Dynamics CRM

Posted by: Hysam Darwan | September 19, 2014

Microsoft Dynamics AX

Posted by: Hysam Darwan | June 26, 2014

Jack Welch said:

“Face reality as it is, not as it was or as you wish it to be.”

Stage 1: Establish a sense of urgency

Actions needed:

  • Examine market and competitive realities for potential crises and untapped opportunities.
  • Convince at least 75% of your managers that status quo is more dangerous than the unknown.


  • Underestimating the difficulty of driving people from their comfort zones.
  • Becoming paralyzed by risks.


Stage 2: Form a powerful guiding coalition

Actions needed:

  • Assemble a group with shared commitment and enough power to lead the change effort.
  • Encourage them to work as a team outside the normal hierarchy.


  • No prior experience in teamwork at the top.
  • Relegating team leadership to an HR, quality, or strategic planning executive rather than a senior line manager.


Stage 3: Create a vision

Actions needed:

  • Create a vision to direct the change effort.
  • Develop strategies for realizing that vision.


  • Presenting a vision that’s too complicated or vague to be communicated in five minutes.


Stage 4: Communicate the vision

Actions needed:

  • Use every vehicle possible to communicate the new vision and strategies for achieving it.
  • Teach new behaviors by the example of the guiding coalition.


  • Under-communicating the vision.
  • Behaving in ways antithetical to the vision.


Stage 5: Empower others to act on the vision

Actions needed:

  • Remove or alter systems or structures undermining the vision.
  • Encourage risk taking and nontraditional ideas, activities, and actions.


  • Failing to remove powerful individuals who resist the change effort.


Stage 6: Plan for and create short-term wins

Actions needed:

  • Define and engineer visible performance improvements.
  • Recognize and reward employees contributing to those improvements.


  • Leaving short-term successes up to chance.
  • Failing to score successes early enough (12-24 months into change effort).


Stage 7: Consolidate improvements and produce more change

Actions needed:

  • Use increased credibility from early wins to change systems, structures, and policies undermining the vision.
  • Hire, promote, and develop employees who can implement the vision.
  • Reinvigorate the change process with new projects and change agents.


  • Declaring victory too soon – with the first performance improvement.
  • Allowing resistors to convince “troops” that the war has been won.


Stage 8: Institutionalize new approaches

Actions needed:

  • Articulate connections between new behaviors and corporate success.
  • Create leadership development and succession plans consistent with the new approach.


  • Not creating new social norms and shared values consistent with changes.
  • Promoting people into leadership positions who don’t personify the new approach.

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