Change Management

This document discusses change management in two parts. Part A focuses on managing project changes, including strategies and processes for analyzing and addressing changes. Part B covers change control, including identifying and analyzing changes, determining scopes, and completing change requests.

Running head: CHANGE MANAGEMENT
Change Management
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Part A: Managing Project Changes
The changes are important for driving more changes successfully. It is useful to handle mot
amount of changes happening. It is helpful to address the expenses of changes that are poorly
managed. Then it is useful to align the organizational practices having organizational values.
Further, it is helpful to prepare the business for the future. It also generates efficiencies and
consistencies in the given approach. Lastly, it builds the required internal abilities (Vuorinen &
Martinsuo, 2018).
There are various strategies and processes to perform best in analyzing the changes. This is
also helpful to undertake different change requests. Firstly, it is essential to determine what is needed
to be developed. Further, a solid business case is to be presented to the stakeholders. Then there is
planning to change. Apart from this, there is providing resources and usage of data to evaluate. Next,
effective communication is to be made (Carpenter & Agrawal, 2018). Further, the resistances are to
be managed and monitored along with various dependencies. Here, the risks are also to be budgeted
properly. Lastly, a proper review is to be done with revising and constant development.
In order to stay organized and place the professional projects within track first of ADKAR
Analysis is implemented. It is a coaching tool assuring that the employees and people involved in the
process can believe and support the changes. It stands for “awareness”, “desire”, “knowledge”,
“ability” and “reinforcement” (Lines et al., 2015). Then there is culture mapping. This tool is utilized
for visualizing the culture of the company. This is influenced by employee behavior, norms and
values. This is also helpful to find data that is vital for the initiative of the change. This includes
searching for positive enablers and the ways in which the risks in the project can be minimized.

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The ADKAR Model is helpful to spread awareness, inspire the desire, imparting knowledge
and reinforcing the changes. On the other hand, culture mapping is beneficial in identifying the
subcultures. This can involve sales, marketing, finance and IT. Next, it is useful to carry out different
interviews. This is helpful to understand different cultural blockers along with whether the enablers
have been reinforced unintentionally or intentionally by management (Young & McDowell, 2018).
Lastly, it is helpful to organize the information. It includes the present and intended outcomes,
blockers, enablers, behaviors and many more in the cultural map.

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Part B: Change Control
1. Identifying the processes involved to submit request to deal with changes needed:
Firstly, the request for supporting materials are to be made. Next, it must be determined
whether the request for change has been within or outside the scopes. Then, they should have the
team to analyse the priority of the request for changes. Then, the changes request must be rejected or
approved ("Managing Change: How To Manage Project Scope Change", 2019).
After that, the course of action to move forward must be decided. Next, as the change request
is approved the deliverables of the project is required to be upgraded. Thus, as the up-gradations are
done, the project managers are able to communicate with the latest action course to every people
who are affected.
2. Identifying and analyzing the changes needed and the effects on scope, time, quality and
costs of project and techniques for managing:
The change management includes the implementation of strategies for controlling change,
effecting change and helping people in adopting the changes. On the scope, the change management
is helpful for the project instead of schedule extension provided to any sort of similar task. Here, the
soft side of this change is much than its harder side (Harrison & Lock, 2017). Regarding quality
well-defined processes in related sectors in a timely manner and assuring to include the quality at
every step is to be deployed. The cost is affected through checking project delays, missed
milestones, overrunning of budgets, rework needed on the design and loss of activities by the team
of the project ("How to Control Change Requests on a Project", 2019).

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3. Determining and discussing on the scopes to satisfy the change requests and risks related to
the options:
The sure-fire manner is using proper workflow software. This assures that everybody on a
similar page is ensured about what is been going on. Regarding risks, it must be assured that the
reliable team is in charge of backing the data and then they are converting that to a new system
(Martinsuo & Hoverfält, 2018).
4. Completing the change control and request used from the workplace:
The members of the change team, possessing the assessment role should review the needed
change request. They must further, deploy the change. Here, every participant must provide a score
that shows the levels of risks. This also includes the documentation demonstrating the change
request. Prior one can analyse the risk of the request of change. Here, the change manager should
finish the approval initially.

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References:
Carpenter, D. A., & Agrawal, V. K. (2018). Infusing information technology into the core business
curriculum: a change management project. The Journal of Business Inquiry, 7(1), 3-20.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
How to Control Change Requests on a Project, (2019). Retrieved from
https://www.youtube.com/watch?v=WWdgFFVkPgA
Lines, B. C., Sullivan, K. T., Smithwick, J. B., & Mischung, J. (2015). Overcoming resistance to
change in engineering and construction: Change management factors for owner
organizations. International Journal of Project Management, 33(5), 1170-1179.
Managing Change: How To Manage Project Scope Change, (2019). Retrieved from
https://www.youtube.com/watch?v=tMR7jVefRIQ
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for
managing value-oriented, integrated multi-project change in its context. International Journal
of Project Management, 36(1), 134-146.
Vuorinen, L., & Martinsuo, M. (2018). Program integration in multi-project change programs:
agency in integration practice. International Journal of Project Management, 36(4), 583-599.
Young, D. A., & McDowell, P. C. G. (2018). Organizational Change Management. The AMA
Handbook of Project Management.