Probabilistic description of the NGOSS Change Management process

CONATEL 2011 ◽  
2011 ◽  
Author(s):  
Michal Mrajca ◽  
Zdenek Brabec
Keyword(s):  
Change Management ◽  
Management Process ◽  
Probabilistic Description

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Global Electronics, Inc.: ABC Implementation and the Change Management Process

2003 ◽  
Vol 18 (1) ◽  
pp. 49-69 ◽  
Author(s):  
Peter C. Brewer ◽  
Paul E. Juras ◽  
E. Richard Brownlee
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Success Factors ◽  
Knowledge Management System ◽  
Management Process ◽  
Stage Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Formal Presentation

Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key “change management” insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

scholarly journals Effective Change Management Process for Mega Program Projects

2015 ◽  
Vol 14 (1) ◽  
pp. 81-88
Author(s):  
Jin Young Cho ◽  
Dong-Youl Lee ◽  
Yong-Jun Lee ◽  
Min-Jae Lee
Keyword(s):  
Change Management ◽  
Management Process ◽  
Effective Change

scholarly journals 13 Organizations' Attempts to Become Data-Driven

2020 ◽  
Vol 11 (1) ◽  
pp. 1-21
Author(s):  
Mikael Berndtsson ◽  
Christian Lennerholt ◽  
Thomas Svahn ◽  
Peter Larsson
Keyword(s):  
Change Management ◽  
Change Process ◽  
Pilot Project ◽  
Data Driven ◽  
Management Process ◽  
Different Types ◽  
Developing Strategies

Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.

scholarly journals The Role of Integrated Change Control in Project Success within the Telecommunication Industry in Uganda: A case of Airtel Networks LTD, Uganda

2019 ◽  
Vol 9 (2) ◽  
pp. 18
Author(s):  
Kirima Lucy Karimi ◽  
Antony Munyori
Keyword(s):  
Change Management ◽  
Project Success ◽  
Implementation Process ◽  
Target Population ◽  
Management Team ◽  
Telecommunication Industry ◽  
Management Process ◽  
Internal Resources ◽  
It Department

The purpose of this research study was to investigate the role of integrated change control in project success within the telecommunication industry in Uganda. Integrated change control allows for documentation of all the requested, approved or rejected changes to the project with an aim of reducing project risks, cost and time without having to consider the overall project objective plans. The target population for this study was the technical staff within IT department, change management team involved in implementing and configuring changes and the management team involved in approving or rejecting changes in Airtel Networks LTD Uganda. The study concluded that, change readiness, communication change plans, change management execution, trainings and change documentation availability and feedback elicitation from all relevant stakeholders play a bigger role in the level of project change success. It was noted further that it is necessary to have a unified change management process that incorporates an integrated change control section comprised of Change board that sits down to review, analyze, approve, reject or return change requests raised by different stakeholders of the organization at any point in time. The study recommended that Airtel Networks LTD Uganda continuously engages in the Change management process with emphasis on integrated change control to exploit fully its internal resources in the strategy implementation process while remaining relevant not only to its own operations but also to the ever-changing environmental dynamics in the telecommunication industry.

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