Project Execution and Control 

Change management often refers to the process of change control while working on a project. In other terms, the shift of project scope is formally introduced and accepted as a framework for change management. Management of change is not about projects and organizations alone (Butt et al., 2016). Change management is a systemic approach to the change or improvement of the objectives, procedures or innovations of an enterprise. The purpose of change manage-ment is to implement change management strategies, change management and people's adap-tation to change. Management of organizational change is much more than the management of natural changes in any organization (Butt et al., 2016). Management of a project concen-trates on processes and activities required for project completion (such as new software appli-cations), management of change focuses on those affected by projects (or other changes within the organization). Management of change is a method of standardizing the way we handle these changes effectively and with minimal consequences on our products , processes and organizations (Butt et al., 2016).

Key issues that could lead to any necessary changes in the project include

  • Scope failure-The biggest explanation for scope loss of most ventures is bad size admin-istration (Shirazi et al., 2017). Whether you use an Agile SCRUM or a traditional waterfall, it does not matter whether you can avoid the impact on project cost and project schedules.
  • External factors impacting estate- If people, money , time and equipment are not enough to do all that you want, a modification can be forced to take place. If the company ends up compromising on schedule or quality, a contractual change is necessary.
  • Change in business policy- A change of direction can lead to changes to your project scope or specifications. This may happen at any point of a project as corporate plans are always checked regularly for competitive risks even though the company released of theory a strat-egy plan for three to five years (Butt et al., 2016).

Strategies to Perform Identified Issues

  • Incentives – Recognition and rewards adapted to certain measures and corporate values provide the "carrot" for certain workers. Incentives can help strengthen the behaviours, and in this period of change the management tries to respond (Yap et al., 2017).
  • The organization will elect to exercise its power to decrease employee's resistance and to ensure that employees adhere as soon as possible to new standards, processes and cul-tural norms.
  • Shift the Burden of Change – This strategy is suitable for dramatic, transformational changes in the organization (Sanchez et al., 2019). The burden of change is shifted to workers who gradually (or all simultaneously) end up within the borders of a new organ-isation, instead of burdening the top management with attracting or coercing employees to accept specific change.
  • Champions of Change hiring- Progressive reform is always met with tremendous opposi-tion, but progress chances may be increased as advocates of reform are embraced by workers rather than just top management (Trad& Kalpić, 2019).
  • Implement the proactive approach- after many years of experience, project managers will gain the skills and knowledge for the ongoing project. An competent and highly quali-fied project manager can handle the customers and can prevent a scope failure.

References for Change Management

Butt, A., Naaranoja, M., & Savolainen, J. (2016). Project change stakeholder communication. International Journal of Project Management, 34(8), 1579-1595.

Shirazi, F., Kazemipoor, H., & Tavakkoli-Moghaddam, R. (2017). Fuzzy decision analysis for project scope change management. Decision Science Letters, 6(4), 395-406.

Sanchez, F., Micaelli, J. P., Bonjour, E., & Monticolo, D. (2019). A Step for Improving the Transition Between Traditional Project Management to Agile Project Management Using a Project Management Maturity Model. The Journal of Modern Project Management, 7(1).

Trad, A., & Kalpić, D. (2019). The Business Transformation Framework, Agile Project and Change Management. In Advanced Methodologies and Technologies in Business Operations and Management (pp. 212-229). IGI Global.

Yap, J. B. H., Abdul-Rahman, H., & Chen, W. (2017). Collaborative model: Managing de-sign changes with reusable project experiences through project learning and effective com-munication. International Journal of Project Management, 35(7), 1253-1271.

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Change Management Assignment Help

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