Essays on Management Approaches in Change Adaptation with Reference to Change Causes Article

Download full paperFile format: .doc, available for editing

The paper "Management Approaches in Change Adaptation with Reference to Change Causes " is an outstanding example of a management article.   Project management requires a detailed focus on various environments and factor that will influence success. The environments are dynamic and are highly changing. This is due to factors such as information technology, and globalization as well as new trends in the interaction between environments and project factors. This dynamism presents to project managers with a challenge in success. This paper seeks to annotate the above article with regard to dynamic environments.

It will critique the approach, content, structure and the theory developed by the authors. In this critique, the paper will make comparisons with other related or similar studies. Study overview The article’ s main focus is on delineating project management styles and issues facing managers in dynamic environments. It intends to assist project managers’ deal with challenges associated with dynamism associated with new trends and change in the profession. The article uses the term dynamism with reference to new developments and trends in project management that are rapid. This rapidness of change is what concerns managers presenting them with a challenge of formulating an appropriate response strategy.

The authors base the research paper on literature that identifies various causes of changes in project management and respective change management approaches. These approaches include manipulation of the environment, feedback-based emergent planning, controlled competing experiment over options, alternate controls and staged or controlled releases. Based on the literature that focuses on these approaches, the article applies a qualitative research design which is built on grounded theory methodology. This is to focus on the aims of the article whose intention is to identify the perceived causes of dynamism and the application of any of the approaches in various contexts.

Intending to contribute to practice and theory, the study also aims at identifying novel dynamism management strategies. In this regard, the study seeks to explore the role of factors such as culture, leadership styles and communication in any of the change management approaches. Data is collected from a sample of recruited 31 project managers who are purposively sampled on the basis of experience in the industry. In-depth interviews are done either by face-to-face, telephone or e-mail.

Analysis and interpretation of interview transcripts and field notes collected demonstrate general support and clarification. Respondents also point-out that resist-change is preferred as the most appropriate approach. They also single-out competition, market characteristics and technological advancement as being the forces behind the change. The article’ s results imply the need for risk assessment before the manager’ s select a management approach. They also imply the need for comparative evaluation between rapid adaptation to change or a relatively slow one. However, the approach and speed of adaptation are specific to the industry and the kind of project one is tackling.

The impact of adapting or resisting any change is also specific to the type of industry. This is developed in a theoretical model based on principles such as the balance between project type effects of various dimensions, and benefits accrued to any of the approaches.


Augustine, S., Payne, B., Sencindiver, F., & Woodcock, S. (2005). Agile project management: steering fro the edges . Communication of the ACM, 48 (12) , 85-89.

Collyer, S. (2009). Project Management Approaches for Dynamic Environments. International Journal of Project Management, 27(4) , 355-364.

Collyer, S., Warren, C., Hemsley, B., & Stevens, C. (2010). Aim, Fire, Aim—Project Planning Styles in Dynamic Environments . Project management , 108-121.

Elliott, S. (2008). Agile Project Management. Seminar on Current Trends in Software Industry (pp. 1-15). Helsinki: University of Helsinki.

Frame, J. (2002). The new project management : tools for an age of rapid change, complexity, and other business realities. San Francisco: Jossey-Bass.

Isik, Z., Arditi, D., Dikmen, I., & Birgonul, M. (2009). Impact of corporate strengths/weaknesses on project management competencies . International Journal of Project Management 27 (2009) , 929-637.

Judgev, K., Mathur, G., & Fung, T. (2007). Project management assets and their relationship with the project management capability of the firm. International Journal of Project Management, 25 , 560–568.

Liu, J., Chen, H., Jiang, J., & Klein, G. (2010). Task completion competency and project management performance: The influence of control and user contribution. International Journal of Project Management 28 (2010) , 220-227.

MacCormack, A., Verganti, R., & Iansiti, M. (2001). Developing Products on “Internet Time”: The Anatomy of a Flexible Development Process. Management Science, 47 (1) , 133–150.

Morris, P., Pinto, J., & Soderlund, J. (2011). The Oxford handbook of project management. Oxford: Oxford University press.

Neale, P., Thapa, S., & Boyce, C. (2006). Preparing a case study: a guide for designing and conducting a case study for evaluation input. Pathfinder international setries , 1-14.

Othman, M., Zain, A., & Hamdan, A. (2010). A review on project management and issues surrounding dynamic development of ICT project: formation of research area. Int. J. Digital Content Technol, 14(1) .

Qureshi, T., Warraich, A., & Hijazi, S. (2008). Significance of project management performance assessment (PMPA) model. International Journal of Project Management , 1-11.

Tan, A., & Theodorou, P. (2009). Strategic information technology and portfolio management . Hershey: Informational science reference .

Turner, J. (2007). Gower handbook of project management. Aldershot: Gower.

Download full paperFile format: .doc, available for editing
Contact Us