Reactive project change management

Projects are successfully realized when uncertainty is well managed. And in today's dynamic global environment, where intense market competition is the norm, and where companies often hire offshore outsourcers, project risk is increasing exponentially: And project managers must now confront unprecedented uncertain project conditions when realizing projects. To protect themselves, organizations must anticipate uncertainty and develop strategies to effectively implement and manage change. This paper examines reactive change management as a project life cycle system for minimizing rash and inappropriate project actions and decisions in response to uncertainty. It discusses managing unforeseen project changes by using a systematic evaluation for changing project requirements. In doing so, it looks at the Roller Coaster Model of Change and analyzes the impact of introducing change late in the project life cycle. It then analyzes two large-scale software projects to discover a system for managing change that does n
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