Project managers are responsible for ensuring effective change and requirement management in an organization. Ineffective management of change may result in distinct cost, effort, schedule, and deliverable quality. The achievement of multiple projects may delay because of the project manager’s inability to handle changes effectively. However, sufficient controlling and monitoring processes may promote effective project success in a firm. Regardless of a vivid model for documentation, requirement changes may result in failure or success of a project. Subsequently, the paper intends to assess the contribution of transformation management mechanisms in organizational project success.
Problems Statement
Poor controlling and monitoring processes of information technology (IT) results in project failure or dissatisfaction of customers. Lack of effectively controlling and monitoring processes of IT promotes schedule variance. Organizations with ineffective controlling and monitoring processes in information technology activities encourage the poor commitment of employees to accomplish their tasks within the stipulated timeframe ( Marchewka, 2015 ). Ineffective controlling and monitoring processes of computer-based activities result in cost variance. Customers or project implementers may experience additional expense as a result of the ineffective controlling and monitoring process of IT in an organizational project. Lastly, poor controlling and monitoring processes of IT operations lead to the production of undesired quality of goods and services.
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Information
Technological advancements promote the effective production of goods and services in multiple organizations. However, shifting from simple to the more advanced technology may require additional expense in employees’ training to promote organizational performance ( Pham, Pham, & Pham, 2018 ). Besides the purchasing of new information technology devices, personnel training acts as an additional requirement to promote effective change management in an organization.
Poor controlling and monitoring process may encourage project implementers’ assumption of customers’ product knowledge. Some organizational employees may develop an unproductive rapport with clients causing ineffective documentation of business transactions ( Marchewka, 2015 ). Additionally, the employees may assume the provision of detailed clients’ requirements. Some employees do not apply the new information system (IT) and use their familiar relationship with the clients.
Some firm modifies their organizational IT to manage business transaction requirements effectively. However, new customers may not comprehend the entire process of an organizational change from manual to the digital system, for instance, the transformation from the Dassault system to MatrixOne (product data management) ( Pham, Pham, & Pham, 2018 ). Lack of customers’ understanding of new business technology hinders the ability of clients to replicate the process in the advanced informational technology (IT). A considerable number of new customers may not map their product requirements.
Matured customers have a constructive experience of an organizational digits system cycle. The experience enables mature clients to comprehend benefits and possible hurdles in the new system. Hewer, a minimal number of mature customers, understand documentation and project requirements. The prior knowledge of mature customers concerning the past systems enables the clients to reduce expenses on the requirement phase. The customers may not realize the new changes in the project implementation.
Solution
Project success requires effective change management. The project should develop definite approaches to address organizational changes before project initiation. Effective management mechanisms help to maintain effort, scope, cost, and product quality ( Pham, Pham, & Pham, 2018 ). Organizational project managers should consult customers about developing an effective replicate of the manual system into the digital information system. Replication requirements of the manual system in the new digital system enhanced the customers’ comprehension of the system’s benefits.
Effective controlling and monitoring of project change requires managers to consider addressing the scope requirements. Managers should ensure effective IT requirements to manage business transactions effectively. Personnel training enables an organization to improve the quality of production by implementing new IT.
Conclusion
The paper assesses the contribution of transformation management mechanisms in organizational project success. Poor controlling and monitoring processes of information technology (IT) result in project failure or dissatisfaction of customers. Lastly, project managers should develop definite approaches to addressing changes before project initiation.
References
Marchewka, J. T. (2015). Information technology project management: Providing measurable organizational value . Hoboken: John Wiley & Sons.
Pham, T., Pham, D. K., & Pham, A. (2018). From Business Strategy to Information Technology Roadmap: a practical guide for executives and board members . Taylor & Francis.
