The Business Transformation Framework, Agile Project and Change Management

Abstract

In order to restructure and make the global economy agile in a sustainable manner, the integration of business engineering related Agile Project and Change Management (for simplification in further text the term Project-Management will be used) mechanisms are fundamental. Project-Management transforms traditional business environments to become a part of the newly interconnected global economy (Trad & Kalpic, 2014b). An important factor in continuously transforming a business environment into an innovative and lean business engineering services-oriented environment are the roles of the Business Transformation Manager (for simplification in further text the term Manager will be used) and the needed business transformation framework that has Project-Management capabilities. These capabilities are also needed to support dynamic project management activities, in order to facilitate project management’s integration, manage critical success factors selection and risk assessment management. Project-Management must be used to schedule, manage, assert, govern, automate, trace, monitor and control the Business Transformation Project (for simplification in further text the term Project will be used) artefacts (Trad & Kalpic, 2015a ; Trad & Kalpic, 2015b ; Trad, 2015b). The Manager’s role is of crucial importance for the implementation phase of complex Projects ; where his or her (for simplicity reasons the authors will use his/he in further text) project management decisions can be made in a just-in- time manner using outputs from the business environment’s existing events, monitoring, audits and logging systems. Unfortunately, an agile holistic approach for project management, change management and enterprise architecture is very complex to implement (Lee & Yong, 2010).