PROJ6003 Project Execution and Control
Part A: Module 1-2 Discussion Forums
Managing Project Changes
Change management- A necessary component of project management
Project management mainly refers to the activities and processes that are essential in order to complete a project. The process can be a new software application. Change management forms a necessary part of project management because it focuses on the people who are involved in the project or any changes occurring in the organisation. Study shows that successful projects have facilitators across all dimensions of their framework, and it includes project management and change environment (Ash, 2007). Unsuccessful projects do not have the facilitators, and few areas such as cultural readiness or change management are completely lacking. This is because change management means that the project must be championed and it is also about ensuring that projects are well accepted, understood and embraced by the wider community of stakeholders. It is now necessary for organisations to integrate change management and project management. It is essential to note that the failure and success of project implementations depend on the impact of organisational change (Hornstein, 2015). New project managers should be trained so that they can handle project management processes. The success of project management is directly proportional to the amount of resources and time allocated for projects. New initiatives fail because due to resource scarcity, underestimated scope and limited time. Therefore, change management ensures the management of natural changes that are bound to occur in an organisation. Managers work towards achieving the desired goals and objectives by aligning organisational culture with organisation’s mode of operating.
Analysis of the critical issues that might lead to changes in the project
The project is about the myki system, and it consists of various components such as myki smartcard, devices and the back office and related systems. Earlier, it has been expected that myki would provide various benefits. The users will be able to use the system easily, and they will be able to use various payment options and will make convenient purchases. However, the project did not fulfil any expectations. It was not completed within a two-year timeframe, and it has a huge impact on the costs of the entire project. This is because the project managers are now supposed to increase the delivery time. Hence, an optimism bias led to the project failure. The people involved in the project have been impacted, as well. Project managers now needed to raise funds to run the project. Constant delays occurred during project implementation. By setting an unrealistic timeframe for project delivery, the myki system failed to reach its goal. Moreover, it can be noted that the entire approach of managers was outcome-based. It clearly lacked specifications and details regarding any catastrophe. The necessary steps that should be taken in case of any failure of the plan have not been demonstrated. The conflict between vendors and communication issues with contractors hampered the project. The probity advice given by a probity auditor was not useful. Moreover, six tenderers were evaluated, and only the successful bidder was not able to provide a workable solution. Therefore, the technical difficulties, lack of detailed specifications, and relationship issues with contractors and vendors scan lead to necessary modifications in the project.
Best processes and strategies applicable in the case study
The given case study highlights that communication issues with vendors and contractors led to project delays. Therefore, it would be feasible for managers to prioritise live interactions with vendors and contractors instead of focussing on emails or traditional methods of communication. The modern methods such as stand-up meetings and scheduling scrum meetings can be adopted. Moreover, conflict among authorities of the project was prominent. It would be useful to focus on cultural behaviour such as conflict-resolving behaviour because it ensures project success (Wang, Jiang & Pretorius, 2016). Constant issues between project managers can be resolved through negotiation, along with conflict-resolution activities. Collaboration and staff training can be useful strategies, as well. Technical difficulties occurred because managers have adopted an outcome-based approach. Documentation issues occurred during documentation exchange between vendor and TTA at the time of the tender process. The technical issue can be resolved by adopting proper risk management strategies. It requires detailed planning. Study shows that technical difficulties can be managed by considering four categories such as control, research, negotiation and monitoring across all projects so that existing and future problems can be tackled (Taylor, 2006). Again, the lack of detailed specifications led to the creation of misunderstanding between TTA and vendor. It would have been feasible to make applicable contractual arrangements in order to minimise misunderstandings.
References
Ash, C. (2007). Convergence of it project management and change management: a comparative study. CEPIS promotes, 47.
Hornstein, H. A. (2015). The integration of project management and organisational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.
Taylor, H. (2006). Risk management and problem resolution strategies for IT projects: prescription and practice. Project Management Journal, 37(5), 49-63.
Wang, N., Jiang, D., & Pretorius, L. (2016). Conflict-resolving behaviour of project managers in international projects: A culture-based comparative study. Technology in Society, 47, 140-147.