Help answer these questions: Cigna accredo pharmacy considers a change starts when and finishes when How does cigna accredo pharmacy effectively and consistently use project structures $($projects$,$ programs and portfolios$)$ to aide successful delivery?

Discuss each of the deliver traps and briefly assess the extent to which each impacts your culture.

Which of these traps is holding back your change? Which one$($s$),$ if you fixed it$,$ would bring the greatest benefit?Consider the deliver tips.

Which of these ideas could help your organization? Which one$($s$)$ would give you the most benefit?

Are the people impacted by our change involved in a meaningful way $($i$.$e$.$ truly able to influence decisions$)$ throughout the project?

Does Cigna accredo pharmacy have a project management framework and tools that help us deliver the type of change our organization needs?

Do we see evidence to suggest that our project governance people and processes are focused on business outcomes or project outcomes?

What can we do to improve the effectiveness of project delivery?

What can we do to improve the effectiveness of project governance? $($Use the template in Appendix $8$ to help you identify cigna accredo pharmacy current level of project governance maturity and the areas that need to be maintained or developed.$)$

The most important thing I need to remember about delivering change is