Integrated Change Management for Projects

Pradeep is a project management practitioner with a vast and rich experience of 25 years in various capacities for the project management of diverse and large infrastructure construction projects.

  Change Management  

The success of projects is measured against the fixed, tangible and agreed-upon deliverables established at the initiation stage. The project manager is allocated the responsibility of defending these targets, and as a true warrior resists and makes all efforts to eliminate the causes that threaten to deviate the project from achieving those targets.

But is it really the right approach? Does the change in scope, cost, design, specifications or increase in time translate to failure of the project, even if it results in obtaining higher benefits from the project?

In today’s VUCA (volatile, uncertain, chaotic, ambiguous) world, everything is continuously changing at a rapid pace. Technology and macro-environmental factors are continuously changing, directly impacting every project in some way during the implementation phase of the project. The longer the period of the project, the greater the chances of macro-environmental factors and technological parameters affecting it.

These factors have the potential to have a critical impact on projects, either by bringing in benefits to it or adversely affecting it. To not consider making changes in the project for such high-impacting parameters can result in either depriving the project of benefits that could have been derived if the …

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