Chapter Meeting – Change Management Part 2; Panel Discussion

PDU Power Session

Our September PDU Power Session will be a Part 2 Discussion on Change Management. This time, we have a full panel discussing additional aspects and insights into Change Management, how Project Management IS Change Management, and how we are all involved in this process. We’ll touch on the differences between Change Management in an Agile vs Waterfall setting, and provide some tools to use that we can all utilize in our roles to ensure project success. This will be a panel discussion between several experts on change management, each having varied roles in that field.

Learning Objectives

1. Deepen Your Understanding of Change
2. Identify tools to use in your daily workflow to facilitate change in a positive and actionable way
3. Understand your role in Change Mgmt (waterfall vs agile)

Panelists

Dr Liz Lockhart Lance

Liz is an experienced leader with a passion for combining strategy and execution to drive change. With a Doctorate in Organizational Change and Leadership from USC and an MBA from the University of Portland, her education backs up her 15 years of leading teams in education, consulting, and tech. Liz is not just about ideas; she’s also about making things happen. Her numerous project management certifications highlight her commitment to excellence and continuous learning. Whether it’s guiding teams or spearheading projects, Liz thrives on turning challenges into successes.

Curtis Milander

25+ years of diverse experiences in Transformational Programs, Organizational Change and Strategic Leadership. Leading with curiosity for user and business needs to build solutions to co-create positive change for both.

Neal Peterson

I help businesses utilize the full capacity of their systems and processes. My goal is to enable businesses and people to do more with less, more efficiently and effectively. As a certified Project Management Professional (PMP) and Six Sigma Lean Black Belt Professional (LBBP), I collaborate across the functional departments of an organization to enable continuous measurable improvement of end to end value chain processes with tasks, roles, responsibilities, and measures, defined specifically and communicated directly, promptly and respectfully. I have done this for companies in the energy, healthcare, financial services, retail, software, semiconductor, transportation, shipping, and manufacturing industries.

Questions?