OROMIA STATE UNIVERSITY

Collage of Management and Finance

Project Management Department

An article review on

PROJECT CHANGE MANAGEMENT SYSTEM

 Oromia State University
COLLEGE OF MANAGEMENT AND FINANCE

Project Management Department

An article review on

PROJECT CHANGE MANAGEMENT SYSTEM

By

Biniyam Atsede

Firomsa

Ayantu

Submitted to: Tarekegn JebessaTesgera [PhD]

Sebeta, Ethiopia
June, 2023
 By C. William Ibbs, Clarence K. Wong, and Young Hoon Kwak

An Article Review on

PROJECT CHANGE MANAGEMENT SYSTEM

Journal of Management in EngineeringVol.

17, No. 3, July, 2001.qASCE, ISSN 0742-597X/01/0003/0159–0165/. Paper No.

22205.
 Introduction

Changes in projects are common and may be deleterious or beneficial whether you see a change
as a conflict or a valuable lesson depends only on your prospective. Project changes affect the
cost, the scheduling, and the duration of projects, both directly and indirectly. Despite many
articles and much discussion in practice and academic literature, there is a lack of information
about systematic approaches to manage project change. This paper introduces a comprehensive
project change management system that is founded on five principles: (1) promote a balanced
change culture; (2) recognize change; (3) evaluate change; (4) implement change; and (5)
continuously improve from lessons learned. By applying this project change management
system, project participants can minimize deleterious change and promote beneficial change.

The Major Objective of the Article.

The main objectives of this article is to fill some of the research gaps by assess effects of project
change management on project change management system.

Specific Objectives

Understanding of the role those plays in a given project to improve their innovative success.
Discussing the association of project and change management.

Problem statement

The central idea of any change management system is to anticipate, recognize, evaluate, resolve,
document, and learn from conflicts in ways that support the overall viability of the project.
Learning from the mistakes and conflicts are important, because the team members can enrich
and apply their experience in the future. The change management system outlined in this paper
cannot be directly inserted into an organization without some adaptation. However, the principles
and processes presented should be a reasonable starting point for many engineering-construction
related companies trying to establish a project change management system.
 Research Design
A quantitative positivistic approach is selected as one of the methodological choice because “It
is a deductive or theory-testing approach”. Such an approach avoids speculation and bias
(Wicks and Freeman, 1998). For this current study, mixed approach was employed. It combines
quantitative and qualitative research techniques, methods, approaches, concepts or language
into a single study.

Data Analysis

Multiple hierarchical regression analysis and structural equation modeling (SEM) were used.

Finding of this article

The main goal of this paper was to introduce and explain a systematic change management
system for projects. The change management system described is a two-level process model,
with principles as the foundation, and management processes to implement those principles. By
having a systematic way to deal with changes, the efficiency of project work and the likelihood
of project success should increase.

Strength of the article

Some of the strength of this article is-

 “In any kind of business, change management is important because it can provide you
with more information and knowledge about many strategies.” This is one of the
strength of the article that the way it puts that networking is important in any field.
 The other strength of the article is, gives an overview definition for terms in order to
address the message it what to address.
 It is simple and clear presentation.
 The way it put the two terms (networking and innovation) and give explanation on
them is spectacular in order to have understanding on the terminology.
Weakness of the article
The articles did not imply how this project change management applied in different level of
project. Like, there is no platform for this kind of project change management specifically in in
third world country. Especially it does not explain how one can make external cluster ties.

Conclusion

This article is well-formed and structured article, which has made conceptual and empirical
contribution even for policy maker. The way it put the two terms separately and discussed on
them is spectacular, that it can give clear understanding for the reader prior to the methodology
and data analysis. Therefore, taking the finding of the article as guide stone, both extra and intra
cluster (networking) are very important for the product innovation success.
REFERENCES

CII Project Change Management Research Team. (1994).Project change management,

Construction Industry Institute, Austin, Tex.

Huntoon, C. (1998). ‘‘Managing change.’’Proj. Mgmt. J., 29(3), 5–6.

Ibbs, C. W. (1997). ‘‘Quantitative impacts of project change: size issues.’’J. Constr. Engrg.
and Mgmt., ASCE, 123(3), 308–311.

Ibbs, C. W., Lee, S., and Li, M. (1998). ‘‘Fast-tracking’s impact on

project change.’’Proj. Mgmt. J., 29(4), 35–41.