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Summary on change management
Summary on change management
Summary on change management
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Software Control and Maintenance
The importance of managing change in information technology (IT) environments has grown significantly in the last few years. This shift is having a major impact on mid-sized businesses, which needs to increase their focus on compliance and initiatives centered on control, security and documentation. The challenge for change management today focuses on organizational and technological maturity. Most IT shops have been busy building out their technology infrastructure while fighting fires. Today, more IT organizations are realizing the reasons why change management warrants the time and investment required to meet accountability needs.
Software Change Management (SCM) is the process of handling changes correctly and efficiently, with minimum impact while following the organization's business objectives and priorities. Correctly managing the change process is defined as; documenting the request, analyzing technical and business impacts and risks, gaining approval from stakeholders, scheduling and managing the change workflow, and reviewing the change tasks. The change management process in and of itself must also be tuned for operational efficiency assessing the types of changes that are being requested across the organization, the speed with which changes are made, or the number of changes that must be reversed.
The costs of inadequate SCM are significant; Enterprise Management Associates estimates that 70% or more of all performance and availability errors alone are due to accidental configuration errors, caused by individuals within the organization. The true cost of not managing change is the impact it has on IT service quality. Impacts include:
Inefficient and lengthy approval processing
Lack of appropriate assessment and review, resulting in change failures
Catastrophic lack of back-out plans
Uninformed and angry end users and business managers
Incomplete tracking of costs, changes, and time spent implementing changes
Investing in SCM is a necessary step for any business that relies on development in an IT environment. For the McBride Financial Services environment it is recommended that two software packages are considered to control their SCM.
IBM Rational ClearCase provides management and control of software development assets, allows integration into the Software Development Life Cycle (SDLC) at design, development, build, test and deployment phases of a projects. Productivity can be gained through version control allowing automated workspace management, branching and parallel development support, software baseline management, and build and release management.
IBM Rational ClearQuest automates and enforces the development processes during the SDLC by providing traceability from requirements to production, managing defect and requirement change tracking and integrating communications between all teams including design, development, testing, deployment and stakeholders.
Change management in the form of policy that empowers employees to make decisions about product development and ensures the decision focus aligns with the grand strategy. The key success factors lie in maintaining high product quality, high product performance, and keeping track of what the competitions is doing. Risk is quite low and manageable through practices that include ensuring the market needs and wants are met and that quality control is applied during program development and delivery.
Another process activity useful for the prediction of changes is requirements-driven impact analysis or RIDA, for short. This analysis is used to pinpoint which software entities need to be altered in order to be able to implement a certain requirement (Lindvall, 1998). RIDA, which is conducted during the release planning phase, takes two variables into consideration. Firstly, there is the input, which refers to the existing complex system and the set of requirements. Secondly, there is the output, which represents the specific software entities that have to be changed to meet each requirement.
Standardize procedures and project management. E.g. use the same language or coding and decoding of software.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
While developing a software many complex activities are required which in turn have dependencies along them. Large software projects require the involvement of programmers, documentation specialists, program managers, architects, database analysts, system analysts, , and trainers and last but not the least testers. Along with their independent responsibilities these persons are also responsible to maintain and keep a check on the software system quality as well.
Based on the definitions given by APICS and CSCMP, we believe that SCM is much broader than the fundamental functions such as manufacturing, distribution and logistics. It can contribute to information flows between organizations and its suppliers to eliminate the bullwhip effect and escalate the productivity and capability inside the firm as well.
This paper has the intention to explain what Rational Unified Process (RUP) is like an IBM product and a CASE tool. After is explained what phases it has, what are the most common extensions thus what are its workflows more used. The Rational Unified Process (RUP) is a software design method created by the Rational Software Corporation and now is part of IBM developer software. This paper describes how to deploy software effectively. The Rational Unified Process (RUP) use commercially proven techniques, and is a heavy weight process, and hence particularly applicable to larger software development teams working on large projects.
In order to compare and contrast these change management and strategic management, we need to know what each one stands for. Change management is the change that occurs in the management of change and also the development that occur within the business or organization. Strategic management is the setting of objectives, which are analyze by the competitive of it environment and it also analyze by the internal organization which evaluate strategies and ideas that could ensure management. The paper would provide example why this two change management and strategic management have in common. The paper would also go into detail how this two management, change management and strategic management are different.
Project managers may decide that major changes to business processes may be required. Change management is important for project managers and business leaders, starting at the project phase and continuing throughout the entire life cycle. Employees need training to understand how the system will change business processes.
...r example of utilising the latest software which provides incessant development in operational presentation in order to ensure smooth operations always.
On its most fundamental level, change can simply be described as the act of becoming different. In the context of our class we can describe it as monitoring and modifying infrastructures and processes within an entity. Change comes about through necessity or strategy in order for an entity to avoid being “destroyed” or as a means to grow and evolve. These changes are reactions to environmental changes, responding to crisis’s, increased competition, hedging risk, introduction of new technology, or initiated by leadership with a common goal. Many times these entities need to change their way operation through increased efficiency, output, and done with less resources.
change management is also called change control, it is an approach to use process, planning, and technique to changeover a group or an organization to show the future state and also achieve the demand of business outcome.(Rune Todnem, 2007).The meaning of change management which is when an organization grow slowly,and there are cause some internal problem,but it hard to change the business environment,the organization have to work out a change strategy,to adjust and improve internal hierarchy,workflow and enterprise culture,to help the organization transitions well,the key of organization change is management change,however,the success of organization change is come from management change,the change could not make sure the 100% success rate, even lower that makes people often scared and believe” change probably will failed, but not change absolutely will be failed, so realize how to change is important than why need change and change what.
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
In any organizations management would have to contend with any unavoidable changes that might take place. New machines, equipment, unstable business environment etc. can bring these changes. Successful implementation of the product therefore depends on the ability of the management to deal with the changes and resolve any emerging conflicts there from.