Change Management in Project Management

This article discusses the significance of change management in project management and the strategies to analyze, assess and manage changes to a given project. It also highlights the tools and techniques to stay organized and keep professional projects on track. The article references various authors and their works to support the discussion.

Running head: PROJECT AND EXECUTION CONTROL 1
Project and Execution Control
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PROJECT AND EXCECUTION CONTROL 2
Why is change management a necessary component of project management?
The change management usually plays an essential role in the growth of a company.
Accordingly, this concept usually helpful when the firms want to create their core-competencies
on the market as it leads to the efficient and effective results (Burke, 2013). However, the
success of any project within an organization depends upon the human resources that it
possesses. They have to be ready to ready if at all it is in favor of the Company (Turner, 2015).
The change management usually depends on the three aspects which can be used to measure its
success, and they are highlighted below. The first one is whether the individuals are adapting to
change (Pinto, 2015). The second one is how efficiently the Company is controlling change. The
last one is how this change is affecting organization along with its individuals. Change is usually
inevitable and therefore for the company to survive and compete with other competitors within
the market, it relies much on the effective management of the change within an organization
(Koskela & Howell, 2013).
What processes or strategies do you think would work best to analyze, assess and manage
changes to the given project?
The below are some of the strategies which I think can be best to analyze or assess
changes to the given project. The first one is that before making any difference within an
organization, the management has to decide on their change goal (Cleland & Ireland, 2014). The
second strategy is that, before making any changes to the success of a particular project, the
company has to decide concerning their time factor. That is when to implement this change for
people to accept it readily and also for the company's objectives to be fulfilled (Koskela &
Howell, 2013).
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PROJECT AND EXCECUTION CONTROL 3
The third strategy is the consideration of culture. This is because the company usually has
people from different religions, backgrounds along with other factors since it cannot solely
achieve its targets (Amsden & Hikino, 2016). Communication is another factor. Communication
usually plays an extensive role in the success of any project. As an illustration, clear dialogue
concerning the vision and mission of a Company is very crucial for achieving the Company’s
target (Turner, 2015). In that case, there should be a two-way communication where the
company has to be open for the feedback and vise-versa. The last one is the project analysis.
Before any change is i9mplemented for a particular project, there has to be a complete analysis
which usually lays focus on strategies, finance, duration and the skills required (Koskela &
Howell, 2013).
Recall any tools or techniques you have used to stay organized and keep professional
projects on track. How have these tools and techniques helped you to manage change?
The tool that I always use to keep professional projects on track is MS word. This helped
me in answering questions like how significant the change is and if the difference is likely to be
gradual or radical (Pinto, 2015).
Perhaps you created schedules using software like ProjectLibre or Microsoft Project. Or,
potentially, you created a task list using MS Word or an application on your mobile device.
Maybe, you used an issue tracking software to monitor progress.
I used flowcharting which helped me to develop a clear project plan. Conversely, both the
task list along with the flowchart served as the framework. Furthermore, it helped me to develop
a step by step guidance on the fundamental processes (Amsden & Hikino, 2016).
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References
Turner, J. R. (2015). Handbook of project-based management. McGraw-Hill Professional
Publishing.
Pinto, J. (2015). Achieving Competitive Advantage. Prentice-Hall, Upper Saddle River, NJ.
Amsden, A. H., & Hikino, T. (2016). Project execution capability, organizational know-how and
conglomerate corporate growth in late industrialization. Industrial and corporate
change, 3(1), 111-147.
Koskela, L. J., & Howell, G. (2013). The underlying theory of project management is obsolete.
In Proceedings of the PMI Research Conference (pp. 293-302). PMI.
Cleland, D. I., & Ireland, L. R. (2014). Project management: strategic design and
implementation (Vol. 4). Singapore: McGraw-Hill.
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
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