Changes in the planning and implementation of projects are always present, because in the initial stages of project planning we do not yet know all the details regarding the actual implementation of the project and the circumstances in which the project will be implemented. We also do not know all the opportunities and limitations that will affect the course of project implementation. In the final assignment, classic project change management models based on traditional project management methods are discussed, which will then be expanded with methods and strategies of concurrent engineering and agile project management. In the assignment, a research hypothesis is established, which states that by choosing the correct change management procedures, it is possible to effectively manage most of the unexpected changes that could threaten the achievement of the project's goals. In the empirical part of the task, the case study method of three different tool manufacturing projects was used to confirm the hypothesis, while in the experimental part, the research methods of compilation and description and the deductive method were used to confirm the hypothesis.
As part of the final work, we designed a change management matrix, with the help of which we can determine the impact of changes on the project for each considered project. In this way, we can prevent or at least mitigate most of the negative impacts that the changes would leave on the project.
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