Application of project management in the organizational change of technology-based small and micro enterprises

2015 ◽  
pp. 1181-1186
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Micro Enterprises

Identifying the Contextual Elements of Project Management within Organizations and their Impact on Project Success

2005 ◽  
Vol 36 (1) ◽  
pp. 37-50 ◽  
Author(s):  
Mark Ives
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Project Success ◽  
Business Environment ◽  
Exploratory Research ◽  
Global Business ◽  
Strategic Response ◽  
Contextual Elements ◽  
Rate Of Success ◽  
Depth Interviews

Change within organizations is becoming the rule rather than the exception as businesses seek to respond to an increasingly fluid, complex, and global business environment. This drive demands that organizations embrace a more strategic response to avoid being leap-frogged by more nimble competitors. As Cicmil points out (1997, 1999), strategic organizational change is most likely facilitated and managed through an organization's use of the project management disciplines. This study attempts to develop a greater understanding of the contextual aspects of project management in an organizational change setting. In reviewing the current literature, I have found an increasing use of project management within organizations and an attendant poor rate of success among these projects; interestingly, I also found only limited research on the context and fit of projects within organizations. I have addressed this void with an essentially exploratory research project that utilizes inductive strategy. The process I have used is qualitative and based on in-depth interviews with four people.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Project Management 2.0

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Hamid Nach
Keyword(s):  
Social Media ◽  
Organizational Change ◽  
Project Management ◽  
Human Resources ◽  
Web 2.0 ◽  
Management Practice ◽  
Management Framework ◽  
Business Functions ◽  
Use Of Social Media ◽  
And Control

With growing maturity of social media over the last few years, many companies started using these tools to interact with customers and employees. Business functions such as Sales, Marketing and Human Resources have innovatively embedded these technologies to support their processes and became, as such, an instrument for renewal. The use of social media in Project Management, however, seems to be very limited. The profession lags behind having difficulty keeping pace with the rapidly evolving web 2.0 driven technological innovations which are delivering on their promise to foster collaboration. The paper discusses the potential of social media in the project management practice. As the move towards harnessing the power of social media within the Project Management framework requires adequate organizational change, the study also addresses the implications of such an initiative on structure, culture, and control.

Project management in the context of organizational change

2008 ◽  
Vol 21 (6) ◽  
pp. 573-585 ◽  
Author(s):  
Carlos F. Gomes ◽  
Mahmoud M. Yasin ◽  
João V. Lisboa
Keyword(s):  
Organizational Change ◽  
Project Management

The Power of Three

2016 ◽  
pp. 532-552
Author(s):  
Ute Riemann
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Management ◽  
Change Process ◽  
Design Thinking ◽  
Landscape Changes ◽  
Organizational Change Management

The idea behind this chapter paper is that transformation projects can support can be better supported in terms of organizational change, process changes and IT system landscape changes with the application of a blended methodology of project management, organizational change management and Design Thinking. In other words: the proposal is that organizational change management and Design Thinking shall be an integral part of project management.

Organizational Change Contributions to E-Government Project Transitions

2012 ◽  
pp. 1028-1049
Author(s):  
Marilu Goodyear
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Planning Process ◽  
Resistance To Change ◽  
Organizational Factors ◽  
Cost Overruns ◽  
The People ◽  
Government Project ◽  
Technology Transitions ◽  
Process Views

Leaders recognize that successful transitions to e-government projects are important factors in organizational effectiveness. And yet for many public organizations, such initiatives have produced cost overruns and schedule delays, and some have ended in failure. Practitioners and researchers alike have recognized that technology transitions are not just about the technology and have placed increased emphasis on planning and organizational factors as keys to success. Utilizing contributions from the disciplines of business administration, public administration, psychology, and communication studies, this chapter explores the planning, process, and people aspects of technology transitions in an integrated way. Organizational change theories are directly related to traditional concepts of project management; process views of organizational change are related to planning views of project management. A framework focused on the people aspect of technology transitions provides insights for researchers and practitioners on addressing resistance to change through the use of specific communication protocols. In addition, the framework addresses the development of successful follower profiles within technology transitions. Additional research is sought to validate this framework.

Developing Project Management Maturity as an Organizational Change Process

2021 ◽  
pp. 152-164
Author(s):  
Gilbert Silvius
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Change Process

The entanglement of project management and the management of organizational change is not reflected in the literature on and standards of project management maturity. Studies on maturity concentrate on identifying the components that determine an organization's maturity, the levels in which this maturity can be expressed, and the effects of maturity. However, the process of changing from one level to another level is hardly or not addressed. By taking an organizational change perspective on developing maturity, this chapter develops a framework that provides guidance for the development of maturity. For every transition, from one level to another, a set of interventions is provided that addresses both the hard and the soft dimensions of organizational change. Successful project management maturity development requires that equal attention is being paid to both the hard and the soft dimensions of organizational change. The framework developed in this chapter provide guidance for this.

Organizational Change Contributions to E-Government Project Transitions

2011 ◽  
pp. 1-21
Author(s):  
Marilu Goodyear
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Planning Process ◽  
Resistance To Change ◽  
Organizational Factors ◽  
Cost Overruns ◽  
The People ◽  
Government Project ◽  
Technology Transitions ◽  
Process Views

Leaders recognize that successful transitions to e-government projects are important factors in organizational effectiveness. And yet for many public organizations, such initiatives have produced cost overruns and schedule delays, and some have ended in failure. Practitioners and researchers alike have recognized that technology transitions are not just about the technology and have placed increased emphasis on planning and organizational factors as keys to success. Utilizing contributions from the disciplines of business administration, public administration, psychology, and communication studies, this chapter explores the planning, process, and people aspects of technology transitions in an integrated way. Organizational change theories are directly related to traditional concepts of project management; process views of organizational change are related to planning views of project management. A framework focused on the people aspect of technology transitions provides insights for researchers and practitioners on addressing resistance to change through the use of specific communication protocols. In addition, the framework addresses the development of successful follower profiles within technology transitions. Additional research is sought to validate this framework.

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