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MGT504 - Organization Theory and Design - Lecture Handout 30

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Regardless of the type or scope of change, there are identifiable stages of innovation, which generally occur as a sequence of events, though innovation stages may overlap. In the research literature on innovation, organizational change is considered the adoption of a new idea or behavior by an organization. Organizational innovation, in contrast, is the adoption of an idea or behavior that is new to the organization’s industry, market, or general environment. The first organization to introduce a new product is considered the innovator, and organizations that copy are considered to adopt changes. For purposes of managing change, however, the terms innovation and change will be used interchangeably because the change process within organizations tends to be identical whether a change is early or late with respect to other organizations in the environment.

Innovations typical are assimilated into an organization through a series of steps or elements. Organizations member first become aware of a possible innovation, evaluate its appropriateness, and then evaluate and choose the idea. The required elements of successful change for a change to be successfully implemented; managers must make sure each element occurs in the organization. If one of the elements is missing, the change process will fail.

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CS615 - Software Project Management - Lecture Handout 39

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Related Content: CS615 - VU Lectures, Handouts, PPT Slides, Assignments, Quizzes, Papers & Books of Software Project Management

Risk and Change Management

Risk is defined as the possibility of loss. It is the inability to achieve program objectives within defined cost, schedule, and technical constraints. Risk management is a set of actions that helps the project manager plan an approach to deal with uncertain occurrences.

A software project encounters two types of risks, development process risks and product- related risks. Some of the development process risks are developer errors, natural disasters, disgruntled employees, and poor management objectives.
Some project related risks are incomplete requirements, unclear project deliverables and objectives, and complexity of the product.

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