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There is considerable overlap and confusion between change management, change control and configuration management. The definition below does not yet integrate these areas. Change management has been embraced for its ability to deliver benefits by improving the affected system and thereby satisfying “customer needs,” but has also been criticized for its potential to confuse and needlessly complicate change administration. The law of continuing change: Systems that are used must change, or else automatically become less useful. The law of increasing complexity: Through changes, the structure of a system becomes ever more complex, and more resources are required to simplify it.
Change management is also of great importance in the field of manufacturing, which is confronted with many changes due to increasing and worldwide competition, technological advances and demanding customers. Because many systems tend to change and evolve as they are used, the problems of these industries are experienced to some degree in many others. For the description of the change management process, the meta-modeling technique is used. Figure 1 depicts the process-data diagram, which is explained in this section.
There are six main activities, which jointly form the change management process. They are: Identify potential change, Analyze change request, Evaluate change, Plan change, Implement change and Review and close change. These activities are executed by four different roles, which are discussed in Table 1. The project manager is the owner of the project that the CHANGE REQUEST concerns. In some cases there is a distinct change manager, who in that case takes on this role. The change committee decides whether a CHANGE REQUEST will be implemented or not. Sometimes this task is performed by the project manager as well.