Project Change Management Research Articles

Translational science and related disciplines.

Translational research moves scientific discoveries and innovations across the development spectrum for a particular target or disease, trying to bridge in a multidisciplinary fashion the gap between laboratory scientific discoveries and practical, real-world applications in medicine and in healthcare. Translational research aims to move research findings across settings, specific languages, methodologies, and study designs, from laboratory to clinical practice and ultimately into community- and population-level health benefits. In contrast, translational science is a distinct field, which evolved over time toward a systematic study and practice of operationalizing the translation of content from one language, ecosystem, environment, contextual landscape, culture, discipline, area, or domain into another. It involves systematic and transdisciplinary integration of knowledge from basic science, clinical research and population science to improve human health, better longevity, and to ensure disease- and disability-free lives. Translational science often uses knowledge, operational frameworks, and specific capabilities borrowed from other specialties, disciplines, and fields such as operations management, implementation and dissemination science, quality improvement and management, project management, public health, intervention science, change management and leadership, decision science, design thinking, functional design, data science, communication and marketing science, etc. The main goal of this article is to open a series of thematic reviews in this journal, introducing the reader to the main definitions, contingencies, touchpoints, and overlapping areas between translational science and these related specialties, disciplines, and fields of study. Transdisciplinary capabilities borrowing from these related specialties can create a robust translational science machinery for health systems, research organizations, and innovation hubs.

Investigating the Role of Change Management in Achieving Sustainable Project Management in Construction Firms

Abstract Over the past years, the construction sector has seen significant transformation driven by sustainability and change management, as most construction companies strive to lower emissions, be future-proof, and slow down the rate of climate change. While these two disciplines have distinct goals, they share essential principles. Both change management and sustainable project management emphasize addressing the environmental, social, and economic aspects while maintaining ethics, transparency, and stakeholder demands. According to previous studies, incorporating sustainability concepts into project management systems could enhance organizational value, risk control, cost savings, stakeholders’ relationships, and long-term value generation. In the context of change management, integrating sustainability into project management systems strives to ensure that initiatives are not only financially feasible but also socially and ecologically responsible. Despite previous research in those fields, further investigation and application of the implementation methodologies are still recommended. The main aim of this paper is to investigate the relationship between sustainability in the project management field, its relation to change management procedures, and how it could be beneficial for the implementation process in the construction industry. A constructive literature review was adapted to develop a potential primary framework for future implementation, which facilitates future attempts at construction organization implementation processes.

Navigating Project Change: A Comprehensive Review of Change Management Strategies and Practices

Project change management is a critical aspect of project management that ensures successful adaptation to evolving circumstances, requirements, and stakeholder expectations. This review paper explores various dimensions of change management within project environments, including key concepts, strategies, challenges, and future directions. Drawing upon a diverse range of literature, case studies, and examples, we examine the importance of change management in driving project success. From proactive change planning to stakeholder engagement, communication, and overcoming resistance, effective change management practices are essential for navigating the complexities of project change. Despite inherent challenges and limitations, organizations have the opportunity to leverage emerging trends such as technology integration, agile methodologies, sustainability, and cultural change to enhance their change management capabilities and drive sustainable project outcomes. As organizations continue to evolve in a dynamic world, project managers must embrace change as a constant aspect of project management, adopting proactive, adaptive, and strategic approaches to enhance resilience and drive positive change. This review paper provides valuable insights and guidance for practitioners seeking to strengthen their change management capabilities and achieve project success.

The impact of cloud adoption on talent management: an exploratory study from the “learning organization” perspective

Purpose Cloud computing, a dominant technology, significantly impacts organizations, necessitating talent management strategies for sustained growth. This study aims to explore the impact of cloud adoption on large French organizations through a “learning organization” perspective. Design/methodology/approach Interviews were conducted with business and IT stakeholders from 35 multinational organizations in France. Findings Cloud services have a high impact on large organizations, leading to a demand for cloud-related skills, a power shift from IT to business departments and increased shadow IT activities. Effective utilization requires organizational learning and a change management project, transforming organizations into productive and innovative learning organizations. Originality/value This paper contributes to cloud computing, organizational learning and talent management literature, offering managers a novel approach to handling cloud services.

The cost management of civil and agro-industrial construction project in the scope of information model

The necessary conditions for the existence of an effective cost management system of investment and construction projects are established in the article. Stated aim of the study is to develop methodological provisions of the cost engineering using information modeling technologies. The methodological blocks for parameterization, goal-setting and algorithmization of the information model of an investment and construction project are developed by the author. A list of aggregative cost parameters and an aggregative cost function of an investment and construction project, which is based on aggregative cost parameters, are presented. The processes of budgeting, control and managerial decision-making were considered by the author as functional blocks. The tasks of project budgeting in the scope of an information model, the comprehensive budget model of an investment and construction project and its system parameterization are presented in the article. The main provisions of project cost control and a list of basic cost indicators for control purposes are considered. The requirements of information modeling compatibility with the current subject activity and other software are determined. The author has developed the main provisions of project change management in the scope of information model and recommendations for rational making management decision. An algorithm for a decision-making regarding the realization of an investment and construction project is presented. The prospects of adaptive management of investment and construction projects particularly cost is determined and the vector model of the project behavior under the management action is developed. The main customer requirements to the information model of the investment and construction project are presented. The advantages of using the 5D model in the cost management system for the implementation of an investment and construction project are revealed.

АНАЛИЗ ТРЕБОВАНИЙ ЗАИНТЕРЕСОВАННЫХ СТОРОН ПРИ ФОРМИРОВАНИИ ГРАНТОВОЙ ПОДДЕРЖКИ АГРОПРОМЫШЛЕННОГО КОМПЛЕКСА

State grant support for small businesses in the agro-industrial complex is an important form of stimulating and financing innovative activity. The research is based on a stakeholder approach to business change management and specific innovative projects in the interests of the state and the business entities themselves with the help of the Foundation for Assistance to Small Innovative Enterprises (FASIE) in scientific and technical spheres. The analysis conducted showed that out of the total financing volume for all “Start” and “Commercialization” programs, 9.29% of grant support was allocated to projects in the agro-industrial complex in 2021, and only 8.81% in 2022. The largest share of funding goes to the “Commercialization” program (74.22% in 2021 and 64.65% in 2022), which aims to support innovative projects of existing agricultural organizations, involving the creation, expansion, and modernization of production necessary for serial release. This does not fully satisfy the needs for supporting startups and young developing organizations. At the same time, the structure of satisfied applications reflects the requests of their authors – the largest share of allocated financing is for the “Biotechnology” direction (55.38% in 2021 and 42.58% in 2022), followed by “New instruments and intelligent production technologies” (29.58% in 2021 and 31.28% in 2022). However, the analysis of the requirements of state policy in the field of digitalization of the economy and changes in the needs of economic entities shows the inevitability of a gradual reorientation of their projects towards “Digital Technologies” and “Artificial Intelligence”. Geographically, the largest volume of allocated funds is for the Central and Volga Federal Districts (36.47% and 25.2% respectively), which does not sufficiently satisfy the needs of businesses in other regions of the country. A proposal is justified to satisfy the information needs of various groups of stakeholders in the innovative development of the agro-industrial complex (including government bodies) by disclosing information on the actual implementation and effectiveness of funded projects by supported organizations and on the Fund's website.

The integration movement by a central stimulation team or integrator: 8 success factors from Leuven Cares (Zorgzaam Leuven)

The “Leuven Cares” (Zorgzaam Leuven) project started in 2018 as a government supported change management project, focusing chronic care integration. It covers and uses the officially defined primary care zone of Leuven (102.000 inhabitants). The project Zorgzaam Leuven is created thanks to the funding of the federal government Integreo.be, and the contribution of 60 local organizations in Leuven.
 As a basic methodology Leuven Cares opts for an ‘integrator’, i.e. a centrally stimulated integration movement amongst all professional caregivers and their local organizations, using the principles of integrated care and a population health approach. The central integrator functions as a back office.
 A broad array of actions were needed to develop this centrally stimulated integration movement, initially by co-creation and cooperation with a broad field of existing initiatives. All initiatives were brought in line and actively supported by a new central integrator team, that focused on multiple key activity areas.
 We have gained insights into the success factors that have led to the “integration movement by central stimulation” (in random order):
 1.The integrator structure functions as a back office to permanently catalyze the transition towards integrated care.
 2.The integrator is defined as the involvement of up to 40 liaison persons working within the 60 collaborating organizations, and a small central support team. The structure of the support team is lean, effective and stays integrated with all partner organizations through the close cooperation with 40 liaison persons.
 3.The integrator facilitates a co-creation attitude in all aspects of the project. Up to 60% of the professionals are voluntarily united in primary care neighborhood teams.
 4.The integrator works in line with a shared plan for the region with the focus on population health and provides regular updates based on continuous evaluation of care interventions.
 5.Involvement of patients and informal caregivers is a basic principle in care planning and caring neighborhoods.
 6.The integrator provides nudge-wise financial incentives to support integrated care starting from a population health approach, which is crucial for ‘double accountability’.
 7.Academic researchers are involved within the integrator, to implement and evaluate interventions with proof of concept.
 8.Shared communication for professional caregivers and patients is provided by the central support team, in co-creation with all partner organizations.
 The Leuven Cares project is an ongoing integrated care project. To date, the process shows good voluntarily and motivated participation of professional caregivers and their organizations. Among several other success factors a strong central integrator team supporting the transition towards integrated care is essential to support this transition towards more and sustainable integrated care.
 The next steps for Leuven Cares include developing methods to spread the best practices, including an integration team, to other regions. The roll-out will be gradual, with specific evaluation of context-dependent factors influencing the process towards integrated care.

Exploring the intranet as a change agent: On the sociomaterial entanglement of intranet technology, internal branding and everyday work


 Internal and corporate branding have become prevalent strategies in the field of human resource management. They aim to promote employee commitment and identification with the company through its brand. However, scholars in critical management studies have highlighted the exercise of normative control through these measures. Using the example of an intranet implementation in the context of a company merger in the telecommunications industry, the article examines the branding strategies on the intranet and, furthermore, shows how it prompts employees to constantly reflect on and evaluate the different types of content and related work practices on the intranet. As becomes apparent, in the way the branding content competes with other, to employees more relevant information on the intranet, it is constantly being devaluated. In this manner, the intranet becomes an ambivalent carrier of branding practices, effectively resulting in employees undermining management’s call to identify with the new company brand through the intranet. Nevertheless, the article highlights the ability of employees to overlook irrelevant content as a positive quality of the intranet. It argues for a greater understanding of everyday work in addition to a further integration of employees into change management projects. 

Australian Health Services Management Courses: A discussion on syllabus

Objective: The aim of this research was to understand core knowledge areas offered by Masters courses in health services management in Australian universities. Design: A Google search identified relevant Masters’ degrees in health services management. Course syllabus was then extracted from each university’s website. Common core subjects were then collated and compared. Setting: Data for this study was collected from Australian university websites.Main outcome measures: Findings were compared with those presented in a similar study conducted in 2013. Interpretation was also informed by an appraisal of key issues that characterise the current context of health care in Australia. Results: Masters’ degrees in health services management were offered by 18 universities. Common core subjects included management, evaluation, evidence, health system, governance, law and human resource management. A comparison with an earlier study conducted by Ritchie and Yen [1] found an increase in the following subjects: health system, quality management, health economics, policy and research, and a decrease in health information, epidemiology and resourcing. New knowledge areas included leadership, planning and project management, change management, and strategy. Conclusions: This paper presents a discussion on knowledge areas that comprise syllabus in masters level health services management education nationally. Key findings revealed differences between courses and the responsiveness of core syllabus to the current health care environment. The emergence of leadership, planning and project management was unsurprising while an absence of subjects that gave explicit reference to First Nations peoples was a notable finding.

Cost and Time Over Run in Construction Projects

Abstract: Construction industry is one of the biggest and fast-growing industry in India which is providing employment to millions of people and also contributing for economic development of nation. But the major and common problem faced by this industry is cost overrun and time overrun. Therefore, there is need to study this topic. This research paper will help to understand cost and time overrun in construction project. Hence the main aim of these paper is to identify the factors affecting cost overrun and time overrun in construction project and provide suitable strategies to avoid it. Method used in this research is both quantitative and qualitative method. Interviews were taken from some of the experienced professionals in this industry and questionnaire survey is conducted to collect data from the respondent from contractor, consultant, clients and students. Total 81 respondent participated in the survey. From the result it is seen that for estimating cost, 73% respondent and for estimating time, 89% respondent use combination of calculation and experience. From the study it is also understood that the problem of cost and time control is not only about the techniques being used it is also about the poor management of techniques and poor supervision. Cost overrun refers to when project goes beyond the estimated cost and factors affecting cost overrun is Poor Estimate, Design changes, Scope creep, Delays, Inflation, Poor project management, Unforeseen site conditions, Material and labour cost fluctuations and Contractual disputes. Time overrun is when project get delayed beyond estimated schedule and factors affecting time overrun is Project Planning, Design Changes, Weather Conditions, Workforce Productivity, Unforeseen Conditions, Regulatory and Permitting Issues, Coordination and Communication. Based on this recommendation were given with some strategies to avoid cost and time overrun in construction projects they are Accurate cost estimation, Risk assessment, Effective project management, change management and Communication. Further research is required in project control providing a checklist for the same, so that major points can be taken care of

Introduction of a Single Electronic Health Record for Maternity Units in Ireland: Outline of the Experiences of the Project Management Team.

Electronic health records (EHRs) are being introduced worldwide. The change from paper to electronic records has not always been a seamless or quick process; however, EHRs are viewed as central to updating modern health care, especially organization structures and delivery of sustainable care with the potential for joint decision-making with the patient. The objective of this viewpoint paper is to outline how an EHR is being developed in Ireland. The focus of the Maternal & Newborn Clinical Management System project is the design and implementation of an EHR for all women and babies in the maternity services in the Republic of Ireland. The paper also outlines the lessons learned from the planning to the optimization stage of the project. The paper was developed through discussions with the project management team and their completed reports that outline the lessons they acquired from each project stage. Key lessons learned from each stage of the project are highlighted. This viewpoint paper explains how the national project management team is implementing the EHR and outlines the experiences and lessons learned and the challenges ahead following the phase one introduction. The Maternal & Newborn Clinical Management System is an example of a clinician-led, patient-focused, change management project from its inception to implementation. The introduction of EHRs is essential in modernizing health care and optimizing patient outcomes through the accurate and appropriate use of data.

A Change Management for Transformation of Digital Banking In Indonesia

Bank 4.0 is about the ease of accessing banks or making banks in our hands. Also, the utility whenever and wherever we need financial solutions, in real-time, is programmed according to the behavior of each customer. Banks in their development can choose to change their business model towards digital banking. For this reason, it is necessary to carry out a good change management strategy so that the digital bank transformation process can be carried out. Not only those who are directly involved in the Change Management project but stakeholders within the organization are also involved. This study uses qualitative descriptive methods to design how change management strategies help banks transform into digital banks. The author collects several theories to explore the use of change management in organizations more deeply. In implementing change management, organizations can use a framework as introduced by Kurt Lewin, John Kotter, or the ADKAR framework from PROSCI. The ADKAR model is considered to have advantages in identifying gaps that occur during the change process by instilling awareness, desire, knowledge, ability, and reinforcement. The impact of this transformation led to changes in the organizational structure, business processes, and use of technology within the bank. It is hoped that applying the ADKAR model can help banks change their business models toward digital banking.

Change management and digital transformation project success in SMEs located in the Democratic Republic of the Congo

PurposeManagerial practices are essential in the success of information technology (IT) projects of digital transformation (DT). However, the literature has not yet specified all these managerial practices. This study aims to address this gap by investigating the influence of change management on the success of IT projects of DT. Additionally, the author examines the consequences on SMEs in the economic context of the Democratic Republic of the Congo (DRC).Design/methodology/approachThis study draws on a research model that elucidates aspects of the resource-based view (RBV) framework, notably the transformation of human resources based on change management. This model demonstrates the relationship between change management, DT and IT project success, which facilitates the performance and resilience of SMEs. To empirically validate and test the developed research model, we gathered 299 responses from SME managers in the DRC through cross-sectional data collection using a structured questionnaire. The author performed statistical analyses using variance-based structural equation modeling (PLS-SEM) with the help of SmartPLS 3.0.FindingsThis paper reveals how SME managers can succeed in DT projects with the change management of human resources. Furthermore, it establishes that the success of IT projects of DT is an essential for enhancing the performance and resilience of SMEs in the DRC.Originality/valueThis study contributes to the information systems (IS) literature on developing countries by highlighting the DRC context. Little research deals with the success factors of DT projects and their organizational impact on SMEs in developing countries. This study thus enriches the IS literature by filling this void.

Change Management Models: Commonalities and Key Challenges in the Industry

It can be argued that managing change is crucial for any organisation to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. This paper seeks to understand the key challenges faced when implementing change management projects in the industry, especially in aerospace, and the commonalities across existing change management methodologies. The paper describes results from interviews with industry experts and the literature review to provide a discerning sight of the challenges faced when implementing change management projects and the components shared by the available methodologies.

Making Change Happen: How HRM Professionals Deal with Tensions in Times of Organizational Change

This paper is an ethnographic study of HRM professionals who were engaged in organizational-change projects that conflicted with each other. I explore tensions that arose for HRM professionals when they were required to simultaneously attend to multiple projects—both short-term change projects and long-term strategic-change projects. Applying a practice-theory lens, this paper helps us better understand how HRM professionals make change happen. This paper looks at change management from the view of HRM professionals to investigate the resourcing practices they use to work through short-term–long-term-tensions that arise under conditions of resource scarcity. The first contribution is extending our knowledge of the HRM profession by identifying resourcing practices to deal with tensions during change-management projects. In investigating these conflicts, I identify three resourcing strategies that HRM professionals use to navigate and work through these tensions - situational reframing, organizational preframing and institutional deframing. The second contribution is adding to the HRM-as-practice literature by helping to bridge HRM practices with HRM practitioners (in this paper: professionals) and HRM praxis. By highlighting the everyday practices that HRM professionals engage in, I add to a better understanding of the intersecting elements and the situated social activities enabling HRM praxis. In doing so, I add to a more practice-oriented approach of HRM research with an increased focus on actors and their agency.

Project Change Management the Importance of Properly Managed Change Control

Project Change Management the Importance of Properly Managed Change Control

Examining the engagement of health services staff in change management: modifying the SCARF assessment model

Background: SCARF (Status, Certainty, Autonomy, Relatedness and Fairness) is a neuroscience model based on reward and threat that has been used in a number of areas, such as coaching and group facilitation including practice development, performance management and leadership development. Aim: The aim of this article is to understand readiness for transformation in the workplace by considering the impact of a new philosophy of care called ‘reablement’ on behaviour change in health services staff, using a modified SCARF questionnaire. Methods: The quantitative survey was nested in a larger health services project to introduce the philosophy of reablement to 166 staff members of a regional community care organisation. The data collection instrument was modified to combine the five SCARF domains into statements related to reablement. Data were collected from participants at six timepoints before and after project staff training. Results: The results show that for each SCARF domain, staff responses remain relatively stable. Results indicate a consistently positive response to the philosophy of reablement, reflecting a high level of comfort and engagement with the change-management process. Conclusion: Evaluating reflection and change over time using SCARF can support training and other methods of change management in the context of a community care organisation. Further development is needed with different groups, and different change-management projects within health services. Implications for practice: The SCARF model can be applied to organisational change in health and community care with benefits for clients, staff, stakeholders and the organisation as a whole This model has previously been used to improve organisational communication and collaboration but this article suggests it also has a positive impact on overall change management, with a particular focus on understanding the factors related to behaviour in health and community care

Employee performance appraisal system development in the National Library and Archives of Iran (NLAI): soft operational research approach

PurposeThe performance evaluation process is a key step in any management system and constitutes the basis for continuous improvement. Resistance to change is considered as a critical factor in any change management project; so, development of employee performance appraisal systems like all of the change management projects has always faced many challenges. This study seeks to illustrate the two-year experience (2018–2020) and lessons learned by developing an employee performance appraisal system in the National Library and Archives of Iran (NLAI) as a cultural public sector organization.Design/methodology/approachThis study was carried out by using soft operational research (OR) approaches, using a novel combination of two methods, soft system methodology (SSM) and importance performance analysis (IPA). For this purpose, at the beginning, with the help of the SSM approach, the challenges of implementation was identified, then, using the opinions and experiences of the system's stakeholders, improvement actions were defined and prioritized using the IPA method.FindingsThe research findings showed that “coaching development,” “optimizing the forced distribution rating system (FDRS)” and “customizing the system” are the most important improvement actions.Originality/valueThe research has bridged the gap between research and practice in the field of employee performance appraisal system in national libraries.

Marketing Online Using Change Request Management

Abstract In this paper is presented the change request management approach of a web-based application which represents an online marketplace for local producers. Nowadays, for all type of businesses, working both offline and online is a must. In digitalization era, the fast development of a compact online marketplace platform involves both a well-established project plan and change management control system.

Improving the success rate of business process re-engineering projects: A business process re-engineering framework

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects. Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects. Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated. Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects. Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.