PERFORMANCE ASSESSMENT AND CHANGE MANAGEMENT PLAN 2
Table of Contents
Cover page ……………………………………………………………………………… ………1
List of contributors ………………………………………………………………………… ……2
Table of content …………………………………………………………………………….…….3
Executive summary …………………………………………………………….…………………4
Reason for the change management plan …………………………………………………………5
Change management plan …………………………………………………………………………7
Recommendations and conclusion ………………………………………………………………..9
References ………………………………………………………………………………………..10
Executive Summary
Adopting a new technology or updating an existing technology to include new features require users to adjust from what they know as standard to a new normal. Issues like resistance to change, performance assessment, user proficiency, business accountability, and responsibility require urgent attention to avoid a disruption in daily activities and the ability to deliver expected results. A change management plan assists in transitioning smoothly into this new technology or upgrade. This paper aims to create a change management plan for a software organization that intends to adopt a new technological innovation or upgrade an existing one. This paper includes reasons why a change management plan is required, recommendations for creating a plan, and a detailed change management plan.
Reason for the Change Management Plan
Unclear Objectives and Goals
Starting work without a clear set of project goals and objectives is one way to nearly guarantee project failure. After all, if you know what the team is trying to achieve, it is possible to determine if you have succeeded. Although there are many well-liked frameworks for goal planning, including SMART or CLEAR goals, the fundamental requirement is that your objectives be attainable (Wu, 2022). Saying an individual wants to “drop weight” is not specific enough; instead, mention that you want to shed 15 pounds within the next four months. That is realistic and measurable. That said, the projects a project manager oversees are more complicated, making it more crucial to outline the team’s goals explicitly.
Project Visibility Issues
No matter how carefully a team design a project, an absence of visibility might end it prematurely. It is critical to design a program management system that gives visibility to the entire team, including the project manager. Clear communication, task transparency, and effective document management are visibility parts (Bryde, 2017). Everyone can assist or make adjustments when they are aware of the progress of each project job. It promotes problem-solving and proactive work. The process of managing documents can be simple. Having a single digital repository for all project papers facilitates visibility and makes the job of a project manager easier.
Gaps in Communication
The importance of project management communication ought to be noticeable. From the beginning of the project, it is crucial to explain and use the team’s communication tools. Proper communication helps ensure everyone on the team is aware of the expectations and can use the chosen technology, whether email, texting, a chat platform or a combination of things (Wu, 2022). To fill these gaps, the team can utilize construction project software that offers group meetings and chat.
Scope Creep
At first, the scope of a project appears simple. Simple customer requests to add items here and there, combined with excellent ideas to expand services elsewhere, can quickly lead to an expansion in the project’s scope and an overburdened crew (Bryde, 2017). The issue of scope creeps up, and it frequently causes projects to fail. What should have been a considerable success is a frustrating failure since the team needed to allocate the resources or time required to do the extra chores.
Unfounded Expectations
Unrealistic expectations, which might masquerade as unwavering optimism, have ruined numerous undertakings. Understanding what the team is capable of and within what time limit is crucial for project managers. Once the expectations and reality are in line, the team must inform the customer and the superiors on time (Wu, 2022). The team has a far better chance of completing the project if reasonable expectations are set in place and acknowledged by all project stakeholders.
Change Management Plan
The procedure for asking, logging, assessing, and approving scope, schedule, and budget changes made during a project is described in the project plan for change management. The course of a project may change (Peters, 2020). Changes can be managed effectively by implementing a disciplined revolution that follows management methodology. It is possible to thoroughly comprehend the effects and make wise decisions without jeopardizing the project’s goals, schedule, or client expectations.
By evaluating its influence on the budget, schedule, scope, resources, and stakeholders, a project change management strategy defines and communicates the procedure to manage the anticipated change during a project (Kharbanda, 2022). The project leader will record change requests made by the development team or stakeholders, add them to the change request, and collaborate with the group to assess their impact. Every other Friday, the CCB will meet to discuss all modification requests. A change request must receive the support of all CCB members in order to be approved. If additional details are required for a request, the ask will be postponed and returned to the question asker for clarification. If it is significant, an ad hoc CCB session might be arranged to discuss a modification before the next regularly scheduled CCB meeting.
Lead, Project Manager, and Scrum Master
Initially recognizing the need for a project modification, a team member formally informs the Scrum Team, Project Manager, and Lead about this necessity. Following that, the Scrum, project manager, and lead are accountable for
· determining the need to modify the project
· completing a CRF to document the requirement
· sending the CRF for review to “Project Name” Leadership.
Project Supervisors
All modifications to the project are received, recorded, tracked, and controlled by the project manager. Project managers are in charge of the following:
· recording all CRFs in the Nfc Log after receiving and documenting each one
· looking over all CRFs to see if any more information is needed
· Sending the CRF to the Leadership of “Project Name” for their review (Peters, 2020)
· All CRF problems and dangers are being escalated to “Project Name” Management
· reporting and informing on all “Project Name” Leadership decisions
· When finished, close the Proposed Changes and refresh the CID Log.
The Change Request is closed.
The following will take place if the change is accepted:
· The team will be informed of the change.
· The modified deliverables will be added to them.
· On the CID Log, the proposed change will be terminated (Peters, 2020).
· The progress update will include information on all authorized change requests.
Recommendations and Conclusion
The change management plan should include all the process that needs to be derived using the metrics determined for the process. It is about bringing the right choices that will adapt to the benchmark of organizational strategy and creating a futuristic map for understanding change management. The adaptability again lies in creating a benchmark that will utilize in bringing the proper data analysis and creating a possible Evaluation towards better performances. There is a need to work on stakeholders’ perceptions and develop a good process that will bring the right systematic approach toward change management. The evaluation again lies towards creating a better method of understanding, critical decision-making, and making sure of different ways to introspect information and categorize task allocations.
References
Bryde, D.J. (2017). Underpinning modern project management with TQM principles. The TQM Magazine 9(3), pp. 231-238.
Kharbanda, O.P. (2022). Lessons from Project Disasters. Industrial Management & Data Systems 92(3), pp. 2-46.
Peters, J. (2020). Managing Management Research. Management Decision 28(5).
Wu, T. (2022). Digital project management: rapid changes define new working environments. Journal of Business Strategy 43(5), pp. 323-331.

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