The Business Transformation Framework, Agile Project and Change Management

The Business Transformation Framework, Agile Project and Change Management

Copyright: © 2018 |Pages: 16
DOI: 10.4018/978-1-5225-2255-3.ch054
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In order to restructure and make the global economy agile in a sustainable manner, the integration of business engineering related Agile Project and Change Management (for simplification in further text the term Project-Management will be used) mechanisms are fundamental. Project-Management transforms traditional business environments to become a part of the newly interconnected global economy (Trad & Kalpić, 2014b). An important factor in continuously transforming a business environment into an innovative and lean business engineering services-oriented environment are the roles of the Business Transformation Manager (for simplification in further text the term Manager will be used) and the needed business transformation framework that has Project-Management capabilities. These capabilities are also needed to support dynamic project management activities, in order to facilitate project management’s integration, manage critical success factors selection and risk assessment management. Project-Management must be used to schedule, manage, assert, govern, automate, trace, monitor and control the Business Transformation Project (for simplification in further text the term Project will be used) artefacts (Trad & Kalpić, 2015a; Trad & Kalpić, 2015b; Trad, 2015b). The Manager’s role is of crucial importance for the implementation phase of complex Projects; where his or her (for simplicity reasons the authors will use his/he in further text) project management decisions can be made in a just-in-time manner using outputs from the business environment’s existing events, monitoring, audits and logging systems. Unfortunately, an agile holistic approach for project management, change management and enterprise architecture is very complex to implement (Lee & Yong, 2010).

The Manager must have the needed Project-Management skills to handle the complex and chaotic technical implementation phase of Projects that are the major cause of very high failure rates (CapGemini, 2009). Therefore the implementations of business engineering resources in Projects require specific advanced Project-Management techniques and that are defined in the initial architecture strategy. A Project-Management curriculum must contain project management, combine management sciences, risk management, law assertion, enterprise architecture, team management, technology management and business engineering sections (Trad & Kalpić, 2016). Such a curriculum or a certificate of advanced studies program should contain project management, engineering, risk assessment and technology and enterprise architecture topics. For this specific goal the Institute of Business and Information Systems’ Transformation Management (IBISTM) has developed: a) a real world framework; b) an education curriculum; c) a training syllabi; and d) a set of certification programmes, to support Managers and hence Projects (IBISTM, 2016a).

Key Terms in this Chapter

Scrum Master: It is not a traditional project manager, but a coordinator between the project team and the external world.

Manager: Business Transformation Manager.

TOGAF: The Open Group’s Architecture Framework.

Project: Business Transformation Project.

Environment: It is this research’s framework.

ADM: Architecture Development Method.

Project Management: It is an administrative and planning aspect of a Project and any other type of project where it sets the responsibilities, tasks and duties of the Project ’s team members.

Critical Success Factors: Can be used to manage the statuses and gaps in various project plans and gives the Projects the capacity to proactively and automatically recognize erroneous building blocks and to just-in-time reschedule the Project plan(s).

AofABE: Architect of Adaptive Business Environments.

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