PROJ6003 Project Execution And Control

Necessity of Change management:

Changes in a project is entirely inevitable, however this certainly does not mean that everyone involved with the project are aware of the changes and managing the changes as per the requirements. Change management is necessary for the project because this helps in managing the changes which are needed in order to ensure that the desired behavioural outcomes are resulting and working for meeting the goals of a project. For all this reason the change management (Carnall, 2018). Because of the change management it is seen that the culture of the organization or the mode of operating of the organization would be changing. Change management is often desired when there is a need of implementing new processes because of the different technological initiatives and the implementation of the new applications. Implementation of this change management is very much difficult because it is hard to change the way of working or modifying the processes in order to suit the new applications processes or the needs (Cameron, & Green, 2015).

Processes for analysing, assessing and managing the project changes

The different processes or strategies that are to be adopted in order to analyse, assess and manage the project changes occurring in the provided case study have been listed below:

Implementation of Change management models: Change management model are to be developed by depending upon the research and the experiences regarding the ways by which the changes can be managed in the best possible way within the organization. Selection of a proper change management model is to be done so as to provide a support to the processes which can be applied to the processes of the organization in order to achieve success as well as growth (Hayes, 2018).

Implementation of the Change management process: This is the process in which a sequence of step or activities are to be designed which would be helping in moving the changes from the inception of the changes till the final delivery (Doppelt, 2017).

Making of Change Management Plans: This are the plans which needs to be developed so as to provide support to the project while delivering the outcomes after the changes. This plan is mainly to be made during the planning stage of the change management process (Kuipers et al., 2014).

Techniques for keeping the projects on track

The techniques generally involves the following:

Identification of the factors which are to be improved: 

Changes generally occur in order to improve the process, product or the outcome of the organization. So it is essential for the organization to identify the resources as the individuals who would be associated with facilitating the processes. Besides the adaptation of the appropriate change system would be associated with acknowledging the fact that what are the things that are to be improved along with the creation of a solid foundation needed for clarifying, easing and implementing the changes in a successful way (Goetsch & Davis, 2014).

Presenting of a solid business case to the stakeholders:

Stakeholders exists in several layers and this includes the upper management including both the direct as well as financing of the endeavour, the champions of the process and the people who are in direct charge of the organization. All this stakeholders are having different expectations as well as experiences and for this reason there must exist a high level buy-in from all across the spectrum. Besides the process of on boarding of the various constituents would also be varying in accordance to the change framework however all this would be provided plans is associated with calling for the time as well as patience and communication (Ashkenas, 2013).  

Planning for the Change:

This is generally considered to be the roadmap which would be associated with the identification of the beginning, the route that is to be taken and lastly the destination. In this stage the resources are to be leveraged along with providing of definitions of the scope and the objectives, determination of the cost. Besides this one of the critical element of the planning is the providing of the multi-step processes rather than proving of a sudden ad sweeping changes which are entirely unplanned. This generally involves the providing of outlines of the project which would be having a clear step along with measurable target. Along with the targets there would also be existing measurable incentives, measurements as well as analysis (Van der Voet, 2014).

Providing of the resources and using the data for evaluation:

This is also a part of the planning process along with being a part of the resource identification process. Besides this the funding also acts as a crucial factor. Besides this there is a need of considering the tools which are to be used for re-education, retraining and rethinking of the major priorities and the practices. There is need of selecting eth appropriate model it is seen that most of the models are associated with identifying the process of data gathering and analysis as an element which is entirely underutilized. Besides the clarity of having a clear reporting upon the progress is associated with allowing the process of having a better communication in association with a proper and timely distribution of the different initiatives (Pugh, 2016). Besides this the measuring of the success as well as the milestone is also possible.

Communication:

Communication is generally considered to be a golden thread that is needed throughout the entire phase of practice management. Besides the process of identification, planning, on boarding and the execution of the good change management plan is entirely dependent upon good communication. In addition to this there also exists certain psychological and sociological realities that are inherent in the group cultures. Besides those who are already involved are having a set of established skills along with knowledge and experiences. However they are also having certain pecking orders along with territory and corporate customs which are to be addressed in a similar fashion (Hechanova, & Cementina-Olpoc, 2013). One of the major and critical element of change modality is the providing of a clear and open lines of communication throughout the entire process of change management. This method would be associated with advocating transparency along with a two way communication structure that is associated with providing avenues so as to vent the frustrations.

Monitoring and management of resistance, dependencies and budget risking:

This is an important and normal section of the change management but this is certainly associated with threatening the success of the project. Most of the resistances are generally occurring due to the fear of various unknown factors. This might also occur due to the existence of fair amount of risks which are associated with the change management process. This risks are associated with having a huge impact upon the dependencies, the returns from eth investments and the risks associated with the allocation of the budgets to some new thing (Hechanova, & Cementina-Olpoc, 2013). Anticipation and preparation for the resistances by the arming leadership along with usage of the tools would be helping in managing this risks and would be helping in obtaining a smooth change lifecycle.

References:

Ashkenas, R. (2013). Change management needs to change. Harvard Business Review, 16(April).

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Carnall, C. (2018). Managing change. Routledge.

Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hayes, J. (2018). The theory and practice of change management.

Hechanova, R. M., & Cementina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations. The Asia-Pacific Education Researcher, 22(1), 11-19.

Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public administration, 92(1), 1-20.

Pugh, L. (2016). Change management in information services. Routledge.

Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.