Integration of project-based management and change management: Intervention methodology

This article discusses the integration of project-based management and change management, focusing on intervention methodology. It explores the importance of successful change management in a competitive global business environment.

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Name of the Student
Name of the Organization
Author Note

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Business Process Strategy & Organisational Processes and Structure
Integration of project-based management and change management:
Intervention methodology.
Parker, D., Charlton, J., Ribeiro, A. and D. Pathak, R., 2013. Integration of project-based
management and change management: Intervention methodology. International Journal of
Productivity and Performance Management, 62(5), pp.534-544.
This article has basically argued critically about the project based management value in
the changing process of management. A management of change which is successful with the
help of an intervention based on a project is very much important for an organization for
succeeding in a competitive environment of global business (Parker et al. 2013). Where a large
number of change management theories are large accepted, it is also suggested in the literature
that they are even lacking endeavours as an outcome of the theories which are lacking a helpful
structure to plan successfully and manage the change. I have chosen this paper because this paper
is capable for addressing such issues.
Five steps to successful Business Transformation
http://www.keypathgroup.com/uncategorized/5-steps-to-successful-business-transformation/
This source comprises of all the five steps needed for a successful business
transformation. Five steps to successful transformation of business include dynamic system,
framework of transformation, platform integration, BPM utilizing a digital twin and lastly use of
efficient tools. First step mostly involves the identification of the strategic goal. Second step
involves chaos avoidance by utilizing a stable underlying platform for controlling the day to day

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processes. Thirdly, people as well as processes are to be integrated. Fourthly, BPM is capable of
outlining the steps needed for achieving the goal and lastly effective tools are capable of serving
a number of processes. I have chosen this particular internet source as it is capable of describing
all the five steps accurately.
Traditional view of an organizational structure
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Traditional organizations are mostly based on a hierarchy. In business, the CEO or rather
the president remains at the top accompanying with other senior executives under him.
Communication is done by running up and down the hierarchy order. In a traditional
organization, the bottom line comprises the profit (Goetsch and Davis, 2014). This is a simple

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one, possessing the idea that there are less number of positions at the top than at the bottom.
Traditional organizations mostly employs specialization like departments and this specialization
makes a hierarchy of the organization. A team of people working collaboratively under one
manager for accomplishing a goal can be taken as an example. This manager is grouped with
some other department’s managers under another manager. I have chosen this particular article
and the information which is drawn from it is structured by me with the help of the diagram.
System thinking v/s Process thinking
http://futureofcio.blogspot.com/2015/04/system-thinking-vs-process-thinking.html
 Process thinking is much more focused as well as specific as compared to system thinking.
On the other hand, System thinking is capable of seeing the whole which is interconnected.
 Process thinking is a brain perspective which is left of focus, whereas, systems thinking is a
visual spatial right perspective of brain.
 Process thinking is a series of activities and changes, whereas systems thinking is an orderly
and sometimes complex principle arrangement.
 Process thinking is considered as micro in nature, whereas systems thinking is considered as
macro in nature.
 Process thinking is focused upon a specific, whereas system thinking is broad based.
This particular internet source has been chosen by me as it clearly describes about the several
differences between System thinking and Process thinking.

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Digital business strategy and value creation: framing the dynamic cycle of
control points.
Pagani, M., 2013. Digital business strategy and value creation: framing the dynamic cycle of
control points. Mis Quarterly, pp.617-632.
Within the value networks which are changing, the profits of the participation mainly
resides at the points of control which are several positions of high value. The organizations hold
such positions which have a great control deal over the operation of network and the process of
benefit redistribution (Pagani 2013). This is article has been chosen by me as it provides the
evidence which is empirical shedding light on the dynamic cycle of the creation of value and the
capture points of value in networks which are enabled digitally in response to the technology
related triggers and strategy of business. This paper also explains how the innovations which are
incremental may transfer the value networks from being static to a network which will be
coupled loosely.

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References
Anon, (2019). [online] Available at: http://www.keypathgroup.com/uncategorized/5-steps-to-
successful-business-transformation/ [Accessed 4 Apr. 2019].
Futureofcio.blogspot.com. (2019). System Thinking vs. Process Thinking. [online] Available at:
http://futureofcio.blogspot.com/2015/04/system-thinking-vs-process-thinking.html
[Accessed 4 Apr. 2019].
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Pagani, M., 2013. Digital business strategy and value creation: framing the dynamic cycle of
control points. Mis Quarterly, pp.617-632.
Parker, D., Charlton, J., Ribeiro, A. and D. Pathak, R., 2013. Integration of project-based
management and change management: Intervention methodology. International Journal
of Productivity and Performance Management, 62(5), pp.534-544.