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SeCtion tWo Change approaches & management tools
PROJECT PLANNING Description
The approach consists of a range of tools designed to bring structure and coherence to a time- bounded change process. It shares generic functions with the wider range of change management approaches:
• The assumptions underpinning plans and analyses are made explicit
• Iterations are required between planning, analysis and action
• Comparison of actual achievements with anticipated results is used to make changes in implementation and assess success
Such projects have four defining features:
1. Defined objectives (performance, time, cost)
2. A temporary life-span
3. Limited resources, not all of which may be under the direct control of the project manager 4. A wider organisational context with multiple other purposes
Large-scale projects are typically grouped into a programme of linked projects, each constituent part considered as a discrete entity.
Use
Stages in Project Planning
1. Defining project goals which are measurable and attainable: this requires generating a shared understanding of why a change is necessary; what the change hopes to achieve; its scope and constraints
2. Planning the work programme to meet the specified objective(s): this requires mapping the interdependencies of component parts required to meet intermediate goals, activities and resources required
3. Implementation
4. Monitoring progress: assessment of progress against the plan and undertaking corrective
actions as required to ensure delivery
5. Completion (‘embedding’ within mainstream activity)
(Adapted from Iles and Sutherland, 2001, p. 68)
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