The Change Equation

2012 ◽  
pp. 56-67
Author(s):  
Peter Duschinsky
Keyword(s):  
Change Management ◽  
Project Failure ◽  
Management Interventions ◽  
Change Projects

In this article, the author investigates the nature of complexity and its role in project failure. Also, the paper proposes a model to assess complexity. It draws some conclusions about the implications for change management interventions. The author finds that projects fail when the complexity exceeds the capability of the organisation to cope. The overall aim of the article is to offer an approach to reducing this number of failed change projects.

The Change Equation

2010 ◽  
Vol 2 (2) ◽  
pp. 63-74
Author(s):  
Peter Duschinsky
Keyword(s):  
Change Management ◽  
Project Failure ◽  
Management Interventions ◽  
Change Projects

In this article, the author investigates the nature of complexity and its role in project failure. Also, the paper proposes a model to assess complexity. It draws some conclusions about the implications for change management interventions. The author finds that projects fail when the complexity exceeds the capability of the organisation to cope. The overall aim of the article is to offer an approach to reducing this number of failed change projects.

Measuring Delivery Process Performance

2000 ◽  
Vol 11 (1) ◽  
pp. 75-88 ◽  
Author(s):  
Jukka Kallio ◽  
Timo Saarinen ◽  
Markku Tinnilä ◽  
Ari P.J. Vepsäläinen
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Process Management ◽  
Review Process ◽  
Process Performance ◽  
Process Change ◽  
Measurement Systems ◽  
Process Measurement ◽  
Quality Costs ◽  
Change Projects

The focus on reengineering in the early 1990s, and the more recent emphasis on process management and change management have increased both practitioners and researchers interest in the issues of measuring processes. The contradictory results of process change projects reported in the literature and our observations from research suggest conflicting requirements for measurement systems. In this article, we review process measurement schemes with particular emphasis on the measures of time, quality, costs and efficiency. With five case studies, we illustrate process structures and related measurements for both customized and standardized deliveries. A framework for setting objectives for different process types is proposed. The result is a normative scheme for different processes that suggests ways to set meaningful objectives for time, quality, costs and efficiency. Finally, conclusions and implications are presented.

Change Management Strategies as the Nexus of Performance Improvement in African Universities Post-COVID-19 Pandemic

2021 ◽  
pp. 90-105
Author(s):  
Bethuel Sibongiseni Ngcamu
Keyword(s):  
Leadership Development ◽  
Literature Review ◽  
Change Management ◽  
Research Methods ◽  
Performance Improvement ◽  
Management Strategies ◽  
Document Analysis ◽  
Talent Management ◽  
Management Interventions ◽  
Perfect Storm

The COVID-19 pandemic, which started in China in late 2019, came as the perfect storm at a time when leadership in African universities is leaving much to be desired. This status quo is what has triggered the current chapter, which sets out to explore responsive leadership development and the change management interventions that are required after the pandemic and which can make universities' operations agile. The chapter aims to investigate the nature of change management interventions, including agile talent management. This can help to ensure that African universities are effective and efficient in Africa post-COVID-19. The chapter employs different research methods; for instance, a literature review is synthesised on previously published studies that relate to the relevant applications and impacts of agile transformation in universities as a way of guiding leaders in their response to the challenges of a post-coronavirus world. Furthermore, the document analysis followed examines a number of documents related to leadership, development, and change post the pandemic.

Requirement Change Management Techniques in Software Systems

2019 ◽  
Author(s):  
Mehreen Sirshar ◽  
Ghanwa Ejaz ◽  
Maria Mumtaz
Keyword(s):  
Software Development ◽  
Change Management ◽  
Software Systems ◽  
Project Failure ◽  
Critical Phase ◽  
Management Techniques ◽  
Requirement Change ◽  
Level Of Understanding ◽  
Total Project

During software development requirement gathering is an important phase. Requirements are the basis of software development. The success or failure of any software depends upon level of understanding developed in requirements. During software development requirements keeps on changing due to different reasons. Hence requirements are such a critical phase that leads to the total project failure. So, to understand the impacts and to identify the conflicts with existing requirements, it is important to manage and analyze the requirements well. Requirement change management is the interest of this paper. Different requirement change management techniques has been discussed in this paper and analyzed them well and finally conclude the results accordingly.

scholarly journals An approach to information security culture change combining ADKAR and the ISCA questionnaire to aid transition to the desired culture

2018 ◽  
Vol 26 (5) ◽  
pp. 584-612 ◽  
Author(s):  
Adéle Da Veiga
Keyword(s):  
Information Security ◽  
Change Management ◽  
Culture Change ◽  
Qualitative Assessment ◽  
Diagnostic Instrument ◽  
Content Type ◽  
Security Culture ◽  
Management Interventions ◽  
Management Approaches ◽  
Information Security Culture

PurposeEmployee behaviour is a continuous concern owing to the number of information security incidents resulting from employee behaviour. The purpose of this paper is to propose an approach to information security culture change management (ISCCM) that integrates existing change management approaches, such as the ADKAR model of Prosci, and the Information Security Culture Assessment (ISCA) diagnostic instrument (questionnaire), to aid in addressing the risk of employee behaviour that could compromise information security.Design/methodology/approachThe ISCCM approach is constructed based on literature and the inclusion of the ISCA diagnostic instrument. The ISCA diagnostic instrument statements are also presented in this paper. The ISCCM approach using ISCA is illustrated using data from an empirical study.FindingsThe ISCCM approach was found to be useful in defining change management interventions for organisations using the data of the ISCA survey. Employees’ perception and acceptance of change to ensure information security and the effectiveness of the information security training initiatives improved significantly from the as-is survey to the follow-up survey.Research limitations/implicationsThe research illustrates the ISCCM approach and shows how it should be combined with the ISCA diagnostic instrument. Future research will focus on including a qualitative assessment of information security culture to complement the empirical data.Practical implicationsOrganisations do not have to rely on or adapt organisational development approaches to change their information security culture – they can use the proposed ISCCM approach, which has been customised from information security and change management approaches, together with the presented ISCA questionnaire, to address information security culture change purposefully.Originality/valueThe proposed ISCCM approach can be applied to complement existing information security management approaches through a holistic and structured approach that combines the ADKAR model, Prosci’s approach of change management and the ISCA diagnostic instrument. It will enable organisations to focus on transitioning to a positive or desired information security culture that mitigates the risk of the human element in the protection of information.

CRITICAL SUCCESS FACTORS OF CHANGE MANAGEMENT IN SOFTWARE PROJECTS

2021 ◽  
pp. 185-197
Author(s):  
Henning Lübbecke
Keyword(s):  
Change Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Environment ◽  
Software Systems ◽  
Successful Implementation ◽  
Software Projects ◽  
Environment Change ◽  
Critical Success ◽  
Change Projects

Markets, technologies, and the business environment change in shorter cycles, and organizations need to transform. Often transformations in organizations include new software systems. ITIL defines change as the process of moving from one defined state to another. The introduction of software systems within change projects fail in a large number of cases. What are the success factors for a thriving change project? A systematic literature review leads to 22 critical success factors of change management. Sixty-one articles were read. Ten of them are relevant for this contribution. Twenty-two critical success factors for change management have been described. Analysis of critical success factors for change management is a crucial part of successful implementation of software systems in organizations since such factors are relevant for successful changes.

scholarly journals Leading Organizational Change: Semester-Long Project

2019 ◽  
Vol 5 (1) ◽  
pp. 41-58
Author(s):  
Špela Trefalt
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Teaching Assistants ◽  
Management Skills ◽  
Mba Students ◽  
Developmental Feedback ◽  
Change Projects

For organizational change to happen, people have to change their behaviors. Leaders of organizational change therefore need to develop their abilities to influence others, sell issues, and overcome resistance to gain buy-in within organizations. This article describes the framework for a semester-long project in which MBA students practice these skills by planning and executing an organizational change project of their own design. In the process, they obtain developmental feedback on their growing change-management skills. The instructor does not need to arrange contact with organizations in which these change projects take place, as students are charged with developing their projects and negotiating necessary access if needed. The project works best with weekly feedback and is, therefore, more appropriate for smaller classes or classes with capable teaching assistants. Adjustments for use in larger classes are also provided.

Bringing project and change management roles into sync

2017 ◽  
Vol 30 (5) ◽  
pp. 797-822 ◽  
Author(s):  
Katalin Pádár ◽  
Béla Pataki ◽  
Zoltán Sebestyén
Keyword(s):  
Change Management ◽  
Common Ground ◽  
Change Agent ◽  
Relevant Literature ◽  
Project Manager ◽  
Content Type ◽  
Meta Review ◽  
Common Domain ◽  
Change Projects ◽  
Role Definitions

Purpose Change management (CM) and project management (PM) literatures examine the key roles (change agent, project manager, project or change sponsor) played during projects or changes only from their respective points of view. They do so even in cases where projects and changes occur at the same time – or are so-called change projects. In such cases, effective management should utilize both scientific fields’ bodies of knowledge (BoK). The purpose of this paper is to unfold how and in which domain(s) typical roles of the two disciplines correspond to each other. Design/methodology/approach This paper is a systematic, bi-disciplinary meta-review that simultaneously studies relevant literature on roles performed during projects and changes. The common domain of CM and PM was identified; the systematic review and comparison of role definitions followed. Findings This paper examines and illustrates the correspondence of 7 CM and 14 PM roles; e.g., “sponsor” refers to the same role and “change agent” and “project manager” are corresponding ones, referring to the same role up to a certain degree. Research limitations/implications This paper does not provide an exhaustive overview of various instances of different role (and stakeholder) interpretations. Practical implications Findings should facilitate the better management of changes that require CM-type and PM-type capabilities and actions. Originality/value As a result of the meta-review, two CM roles were re(de)fined. Linking PM and CM roles provides common ground on which practitioners of both fields can rely. A step-by-step tool for the identification of such cases in practice, when both types of roles should be played and both BoK can be utilized complementarily, was developed.

scholarly journals Partners and plagiarisers: dualities in consultants’ influence on organisational change projects

2019 ◽  
Vol 32 (1) ◽  
pp. 51-66 ◽  
Author(s):  
David Shaw
Keyword(s):  
Change Management ◽  
Design Methodology ◽  
Organisational Change ◽  
Future Research ◽  
Strategic Partnerships ◽  
Content Type ◽  
Management Consultants ◽  
The Past ◽  
Management Consultancy ◽  
Change Projects

Purpose The purpose of this paper is to examine the interplay between the requirements for successful organisational change and the imperatives faced by management consultancy firms in running successful businesses, and how this interplay affects the ways in which management consultants influence organisational change projects. Design/methodology/approach The paper reviews literature on management consultancy and organisational change over the past 30 years to identify insights into this issue. Findings The paper shows that business imperatives faced by management consultancy firms affect the ways in which consultants influence organisational change projects. It shows how management consultants aspire to form strategic partnerships with their clients in order to win profitable business, and to plagiarise established organising practices and change management methods in defining their services in order to manage their costs. It illustrates how these aspirations give rise to a number of dualities that consultants face in undertaking organisational change projects. Originality/value Only limited research has been carried out into the ways in which the business imperatives of management consultancy firms interact with the requirements for successful organisational change in shaping the influence that management consultants have on organisational change projects. This paper demonstrates the significance of this issue and suggests directions for future research into it.

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