Dynamics of change management in a technology project context

James R. Burns and Balaji Janamanchi

International Journal of Information Systems and Change Management, 2006, vol. 1, issue 2, 115-137

Abstract: In this paper, we capture and analyse the change management dynamics of a technology project using a system dynamics simulation model. This model incorporates several features yet to be actively addressed in the literature and focuses on Earned Value Management (EVM). The effects of time-varying project team size, of training and communication overload and of project orientation are incorporated into this model. The results indicate that changes occurring later in the project make completion of the project within the scheduled time more difficult despite availability of abundant resources. These phenomena are propagated through the Earned Value (EV) measures to see the actual effects upon schedule and cost performance indices. 'Resorting to overtime', 'staying on top from the beginning' and 'controlled staffing' are used in policy experimentations; the results provide useful and interesting insights for formulating effective change management strategies to assess the cost, humanpower and schedule implications for changes during the project execution.

Keywords: change management; project management; earned value management; system dynamics; simulation model; team size; productivity; Brook's law; technology projects; training; communication overload; project orientation; strategy; stress levels. (search for similar items in EconPapers)
Date: 2006
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijiscm:v:1:y:2006:i:2:p:115-137

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