INTEGRATING PROJECT CHANGE MANAGEMENT LEARNING INTO AN ACADEMIC COURSE ON IT PROJECT MANAGEMENT

Within project management, little attention has been devoted to controlling and facilitating changes when constraints of a project have been changed such as scope, time, cost, or quality, also known as Project Change Management (Arami, 2008). Growing statistics prove it is imperative for students finishing IT programs to acquire an understanding of project change management (PCM) for industry preparation. The U.S. spent 3.28 billion dollars on global change management and accountability projects for technology (roughly one-third of the total budget for global change) in the year 2000; this percentage still continues to rise (Goncalves, 2007). As a result, students must understand the importance of project change management. This project addressed the research question; Can the introduction of tools like mind mapping software and the process framework of organizational change management improve student understanding of project change? These tools have recently emerged within industry and academic environments, but have yet to be integrated. This study demonstrates how the integration of both tools allows students to approach new concepts taught in the classroom while improving their understanding

Library project management in a collaborative web-based working environment

This paper discusses the emerging paradigm of project management performed in a web-based working environment. It highlights how project management and its associated features are strongly linked to fulfilling quality and value criteria for customers, and it examines how collaborative working environments can greatly reduce the administrative burden of managing large projects, especially and almost paradoxically, when resources are limited. Specifically, the paper examines the application of a project management methodology (PRINCE2) together with the use of a collaborative web-based working environment over a number of pilot projects at Leeds University Library. It describes the pilot phase of a library management decision to run a series of major Library projects using project management methodology, while continuing to run other projects through the existing locally developed planning mechanisms and describes the pitfalls of these latter alternatives, less sophisticated project management tools, and describes the main issues that this change in practice has brought to light. It draws preliminary conclusions about the effectiveness of this change in practice in one of the UK’s largest academic libraries

Project Change Management Tool

IT project management especially change management is one ofthe most important element in project management. Project change management is concerning one of the main elements in project management, which is scope. Project change management needs proper documentation due to the nature of the changes which normally take place after business requirement being formulated. Since it is outside the business requirement, change in scope involving financial issues in term of billing for the changes. This project is build aim to tackle change management in IT Project. Change management is one area whereby decide the outcome ofa system. This system will enable project manager to handle change management from registering change request until registering or modifying functionality of system. This project also tackles time and cost management of a project. This project built in web-based application usingASP and MicrosoftAccess2003. Methodology used in developing this project is waterfall methodology. Everything done by flows and revision for every stage needed to ensure the goal ofevery phase achieved. This project also use reference ofother project change management which available in market. Taking advantage of nature of web-based application, this project have quite mobility and accessible as long as there are internet connection available. This make this project reliable in handling project change management process and may give some idea on how Malaysian based project management culture should be absorb into this project in future. I

We need to use the words...

Sometimes it’s important to simply say the words … as it is in the beginning of wisdom that is the definition of terms. When historians look at the world of project management, what will they say that we have said about climate change? Certainly more general—but absolutely legitimate—terms such as ‘sustainability’ have been used, but in a basic term search in the 3 oldest project management journals, I was surprised to see only a few dozen uses of ‘climate change’ as a specific term. Theconversation started a long time ago using those words, and PMRP would like to encourage more with this commentary on one of the central topics of this journal … climate change

Methodology for Process Improvement Through Basic Components and Focusing on the Resistance to Change.

This paper describes a multi-model methodology that implements a smooth and continuous process improvement, depending on the organization's business goals and allowing users to establish their improvement implementation pace. The methodology focuses on basic process components known as ‘best practices’. Besides, it covers following the topics: knowledge management and change management. The methodology description and the results of a case study on project management process are included

Managing dualities in organizational change projects

When managers want to change their organisation they often set up a project to do it, in the belief that doing so simplifies and focuses the change initiative and brings greater assurance of success. Case studies of three organisational change projects undertaken by Arts Council England during 2006-2007 are used to examine the notion of project management and change management as a duality. It is argued that the structured, systematic approach associated with project management needs to be balanced with the recognition of the complexities and uncertainties of organisational change associated with change management. Evidence from the case studies suggests the usefulness of this perspective, and indicates three subsidiary dualities that underlie this overarching duality. The first of these is focus and engagement - focusing on project tasks free from the distractions of day-to-day business and engaging with stakeholders to secure adoption of project results in practice. The second is tight governance and wide-ranging change - exercising tight governance of all change projects commissioned and commissioning enough change projects to make a real difference. The third is project management success and project success - achieving project-specific objectives and securing the longer-term and wider benefits that are sought through project-based working

Organizational Renewal: The Management of Large-Scale Organizational Change in Norwegian Firms

A study of large organizational change projects was done in 228 private and public sector firms across Norway to examine the causes and consequences of renewal efforts and the strategies used by firm level management and union leaders to involve the workforce in the planning, design and execution of change. The research focus was on management\u27s choice of different forms of worker participation and their effects on the project outcomes. Data came from structured interviews with the top manager and an elected employee representative in each firm. The results showed that most major changes occurred in organizational structures and administration, undertaken primarily to increase efficiency and as a response to financial difficulties. In the private sector, the planning and design phases of change projects were dominated by top management, with very little involvement by non-managerial employees. Public sector employees played a larger role in the early phases of the projects, mostly through their elected representatives in legally prescribed forums. In both the private and public sector, there was more worker participation in the execution of change, both through elected representatives and more direct worker involvement of an ad hoc, firm-specific, nature. Neither the extent nor form of participation contributed to the success of the change projects. Instead, the project outcomes were primarily a function of external pressures experienced by the organization, the importance of renewal for organizational survival, and the flexibility of management and labor to accommodate to change. Resistance to change did not decrease as a function of worker participation, but it was influenced by the degree of labor-management agreement in the firm

Tajikistan : key priorities for climate change adaptation

How should Tajikistan adapt to ongoing and future climate change, in particular given the many pressing development challenges it currently faces? The paper argues that for developing countries like Tajikistan, faster economic and social development is the best possible defense against climate change. It presents some key findings from a recent nationally representative household survey to illustrate the strong public support for more climate change related spending on better management of water resources, disaster management, agriculture, and public health--four key sectors that the government's latest poverty reduction strategy identifies as being especially important from a climate change perspective. Finally, the paper argues that, as important as project-based adaptation measures may be, it is imperative that they be supported by an overall policy framework that provides a truly enabling environment to facilitate faster climate change adaptation.Science of Climate Change,Climate Change Mitigation and Green House Gases,Climate Change Economics,Water Supply and Sanitation Governance and Institutions,Population Policies

Rethinking disaster risk management and climate change adaptation

AbstractAustralian governments face the twin challenges of dealing with extreme weather-related disasters (such as floods and bushfires) and adapting to the impacts of climate change. These challenges are connected, so any response would benefit from a more integrated approach across and between the different levels of government.This report summarises the findings of an NCCARF-funded project that addresses this problem.The project undertook a three-way comparative case study of the 2009 Victorian bushfires, the 2011 Perth Hills bushfires, and the 2011 Brisbane floods. It collected data from the official inquiry reports into each of these events, and conducted new interviews and workshops with key stakeholders. The findings of this project included recommendations that range from the conceptual to the practical. First, it was argued that a reconceptualization of terms such as ‘community’ and ‘resilience’ was necessary to allow for more tailored responses to varying circumstances. Second, it was suggested that the high level of uncertainty inherent in disaster risk management and climate change adaptation requires a more iterative approach to policymaking and planning. Third, some specific institutional reforms were proposed that included: 1) a new funding mechanism that would encourage collaboration between and across different levels of government, as well as promoting partnerships with business and the community; 2) improving community engagement through new resilience grants run by local councils; 3) embedding climate change researchers within disaster risk management agencies to promote institutional learning; and, 4) creating an inter-agency network that encourages collaboration between organisations.Please cite this report as: Howes, M, Grant-Smith, D, Reis, K, Bosomworth, K, Tangney, P, Heazle, M, McEvoy, D, Burton, P 2013 Rethinking disaster risk management and climate change adaptation, National Climate Change Adaptation Research Facility, Gold Coast, pp. 63.Australian governments face the twin challenges of dealing with extreme weather-related disasters (such as floods and bushfires) and adapting to the impacts of climate change. These challenges are connected, so any response would benefit from a more integrated approach across and between the different levels of government.This report summarises the findings of an NCCARF-funded project that addresses this problem.The project undertook a three-way comparative case study of the 2009 Victorian bushfires, the 2011 Perth Hills bushfires, and the 2011 Brisbane floods. It collected data from the official inquiry reports into each of these events, and conducted new interviews and workshops with key stakeholders. The findings of this project included recommendations that range from the conceptual to the practical. First, it was argued that a reconceptualization of terms such as ‘community’ and ‘resilience’ was necessary to allow for more tailored responses to varying circumstances. Second, it was suggested that the high level of uncertainty inherent in disaster risk management and climate change adaptation requires a more iterative approach to policymaking and planning. Third, some specific institutional reforms were proposed that included: 1) a new funding mechanism that would encourage collaboration between and across different levels of government, as well as promoting partnerships with business and the community; 2) improving community engagement through new resilience grants run by local councils; 3) embedding climate change researchers within disaster risk management agencies to promote institutional learning; and, 4) creating an inter-agency network that encourages collaboration between organisations.&nbsp