Managing change is part of project management (PM).
So... can managing transitions in an organisation be considered a project? ...even if the terminology and processes of PM are not really used?
Yes; Transition management activities are usually considered projects, especially if the change affects a big part of the organization. These have the necessary attributes to be considered as projects, namely scope, time and effort :) Moreover, these transition efforts have defined goals and requirements. As you execute transition activities, you'll find out there are a lot of PM activities to be done, such as issue-dependency management.
Thanks for your reply lance. My current worry is the relevancy of my thesis to project management. Here is a feedback I got from one supervisor.
"yes it makes sense to try and do the change as a project/programme – but I fear that you will get dragged down a route that will probably produce a great paper – but have little to do with Project/Programme Management'.
If the change is done as a project (i.e. with defined milestones, timelines, stakeholders), how can it not have anything do do with PM? Throughout the execution of the transition you will be encountering issues, problems, and you will have to manage risks (e.g. of additional inclusions in your scope).
My only concern for this set-up is that you do not necessarily have a project team who directly reports progress to you.
Yes; Transition management activities are usually considered projects, especially if the change affects a big part of the organization. These have the necessary attributes to be considered as projects, namely scope, time and effort :) Moreover, these transition efforts have defined goals and requirements. As you execute transition activities, you'll find out there are a lot of PM activities to be done, such as issue-dependency management.
ReplyDeleteThanks for your reply lance. My current worry is the relevancy of my thesis to project management. Here is a feedback I got from one supervisor.
Delete"yes it makes sense to try and do the change as a project/programme – but I fear that you will get dragged down a route that will probably produce a great paper – but have little to do with Project/Programme Management'.
If the change is done as a project (i.e. with defined milestones, timelines, stakeholders), how can it not have anything do do with PM? Throughout the execution of the transition you will be encountering issues, problems, and you will have to manage risks (e.g. of additional inclusions in your scope).
DeleteMy only concern for this set-up is that you do not necessarily have a project team who directly reports progress to you.
I do understand your point! Thanks a lot... :)
Delete