Case Study- The Project Contracting
Consider the Project Contracting Case. The fact that the established incentive plan did not fit with current strategic thrusts is obvious. This resulted in significant problems for company X. Yet, a change management plan was not easy to develop. In reality it took more than five years for the company to adjust. Existing project managers did not want to accept change because of the size of past bonuses. Furthermore, they did not believe that the environment had really changed. They felt that a large-scale competitive contract would never be able to address the significant number of small needs that the government had. The problem was exacerbated by the structural power of the project managers, their functional expertise, their customer contacts, and their relative financial security. Change would also be difficult given the culture of the organization. The company' strategy "fit" so tightly with the past external environment that when the environment changed, the organization did not know how to adapt. Use the human resource and change management theories to create and document a long-range change plan. Make sure to integrate into your answer the explanations of theories and concepts used.
Question 2
Write a 5 page double-spaced paper discussing a change effort in a specific organization. Be very specific in describing the situation. Any lists, graphs, or tables should be included as attachments. Create a timeline and identify the start and duration of two or three specific change thrusts related to the change effort. Describe each change thrust in more detail and identify the people and their roles for each thrust. What change drivers are most important for success? Use class readings to support your position. To what degree are formal programs or projects involved?