According to Too and Weaver ( 2014), change management can be defined as the approach utilized by individuals, project teams and organizations, in order to redirect the usage of resources, budgets, business process, and plans, such that they can get accustomed with any change within the existing environment. In case of the project under consideration, appropriate change management processes would essentially be implemented at such situations when changes in the project scope or plan are requested by the client end and/ or by the members of the project team.
Under such circumstances, the following steps would be utilized for ensuring that the changes being requested are justified:
Change documentation: The stakeholder raising the change requests would be instruct to document the requests following appropriate templates and structures, thus highlighting the reason behind raising the request, the possible positive and negative effect on the project in case the same is not implemented and the probable effects on the project in case the requested changes are implemented.
Discussions on the change request: Once the request documents are available to the higher management associated with the project, the project manager starts reviewing the requests made an the expected outcomes of the same. Besides this, the project manager also takes into account the extent to which the project team has proceeded with the project activities and the extent to which the said progress would be hampered in case the requested changes are incorporated.
The review of the above mentioned factors would lead to the finalization of the change requests that can possibly be considered. Once this particular task is completed, the entire project team would start working on the budgetary and resource calculation aspects of the project, so as to highlight the additional budget, resources an time required for incorporating the changes. Detailed records regarding these requirements would then be submitted to the client for the final approval on these change requests.
In case the changes are approved by the client and the project sponsor, information regarding the same is shared with all members of the project team. On the other hand, in case the change proposals are dismissed, the information is passed on to that particular stakeholder who raised the change request at the first place.
Change implementation: This is the final phase of the change management phase, which is conducted only in case the change requests raised by the stakeholder are approved from the client end.
The implementation of the approved changes would be conducted through the following phases:
Based on the information collected from the feedbacks, corrective measures would be taken so as to fill up the gaps in the change management process and to manage the resistance effectively.
The stakeholders associated with the project have been outlined in following table, along with the methods and techniques to be followed in communicating with them.
According to researchers Mir and Pinnington (2014), the project closure phase is essentially the last stage of any project activity. The following steps would follow during the project closure phase of the project under consideration:
Contract closure: The contracts with the project sponsor, client and the vendors have to close.
Verification of scope requirements: The primary aim of the project is to deliver such ICT system to the client that meets all the specific requirements documented in the project charter. Thus, it is essential that the client verifies that the product delivered meets all the requirements included in the scope document and acknowledges the same.
Development of project reports: The final reports of the project have to documented in this phase and archived in a proper manner, such that the references to the same can be easily made in future.
Conducting post project review: A post project review has to be conducted and the same has to be submitted to the client end.
Releasing resources: The resources working on the project would be released.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217.
Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), pp.31-42.
Schwalbe, K., 2015. Information technology project management. Cengage Learning.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.
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