MGT 6525 North Lake College W

There are four person’s posts on the topic of agile change management and enterprise agility. I have to reply to both of them based on their opinion about this topic. I have to provide my opinion about their post. The minimum number of words required for each person’s post is 400-450 words each.

Person 1 post: Justus (Topic: Agile change management)

Miller (2020) describes organizational change as the actions a business takes to change or adjust a significant component of its organization. This change may include company culture, internal processes, underlying technology or infrastructure, corporate hierarchy, or another critical aspect.

Organizational change can be adaptive or transformational. Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time. Transformational changes are more significant in scale and scope and often signify a dramatic and, occasionally sudden, a departure from the status quo.

Change management is the process of guiding organizational change to completion, from the earliest stages of conception and preparation, through implementation, and, finally, to resolution. Change processes have a set of starting conditions (point A) and a functional endpoint (point B). The process in between is dynamic and unfolds in stages. (Miller, 2020)

Prosci (n.d) has been conducting in-depth change research for more than twenty years. They have studied how individuals experience and respond to change, as well as the strategies of change leaders around the globe. Based on their best-practices research, they have developed the Prosci Methodology for change management. When applied, it supports individuals in transitioning from the current state to the future state, an approach that leads to successful project outcomes.

The Prosci Methodology is one of the most widely used approaches to change management globally, and it continues to evolve. In response to practitioner feedback and changing customer needs, and to prepare for future change trends, they have refreshed the methodology in 2021. The updated Prosci Methodology is more actionable and accessible, and they believe the enhancement will elevate client success in incredible ways.

Although the Prosci Methodology encompasses a variety of models, tools, assessments, processes, and more, today it is comprised of three main components:

  • PCT Model – a simple but powerful framework for establishing and connecting the most important aspects of any successful change effort
  • ADKAR Model – a highly effective model for guiding individuals through the experiences – or elements – needed to make the change
  • Prosci 3-Phase Process – a structured, flexible framework for driving change at the organizational level

Change in an agile environment is frequent and sometimes challenging to predict. Change must be managed proactively in order to achieve the intended business outcomes. Therefore, agile organizations must adopt and incorporate the “plan, do and sustain” model throughout the lifecycle because change is not linear.


Inc., P. (n.d.). Prosci Methodology Overview. Overview.

Miller, K. (2020, March 19). 5 Critical Steps in the Change Management Process: HBS Online. Business Insights – Blog.

Person 2 post: heather (Topic: change management)

Change management is critical in any organization but especially when dealing with large scale changes. The world of project management has evolved over the years from traditional (waterfall) approaches to more lean Agile approaches, with high success. While agile started in the software development world, it has quickly shifted to be utilized in almost any field. That being said, change is hard. Human natural means that we’re typically wired for habits and consistency. Change throws a wrench in that as it requires a shift in thought processes, actions, follow up, communication, etc. When initiatives change, it commonly met with resistance unless approached the right way.

Asher (2018) provides valuable context around the aspect of change management in the Agile world since its one of the largest constant. Agile embraces change. It heavily focuses on its effective ability to navigate change at any given time to allow more satisfied clients who can review their products earlier in the game than more traditional methods have done. Agile focuses on iterative cycles known as sprints, and never really completes the cycles of planning, design, development, and testing. This is to ensure they remain under time, cost, and quality (scope) constraints (Asher, 2018). The primary change management implications discussed are as follows:

  • Because there is less planning time (you are going directly from milestones to script), change management templates are less useful
  • There is less opportunity to formalize and standardize
  • Because Sponsors and Targets can be exposed to the changes earlier than in the traditional Waterfall approach, there is more immediate disruption, and disruption is constant. Since there is a direct correlation between levels of disruption, and resistance, resistance occurs much earlier, and must be planned for and managed earlier
  • Given all of the above, change practitioners must be more adept and able to make judgment calls rapidly and often, rather than relying on templates and tools
  • Impacts on Project Managers, IT, and Sponsors must be managed

While these are obstacles that Agile must be highly focused on to ensure proper implementation, they can be effectively managed. Agile and traditional methods, like Waterfall, are still similar in many ways. They’re overall project timelines and planning may differ in how they work through tasks and deliver the end product but they must still ask themselves questions like:

Where will we have resistance, and how will we manage it?

What do we need to communicate, when, and how?

What reinforcements are needed to drive the change to sustained, full implementation? (Asher, 2018).

Thinking through how Agile approaches change management and comparing that to a traditional approach of change management, you can still clearly see differences overall. Traditional methods to change management, and the project overall is driven by disciplined planning and control methods that are motivated by the assumption that project requirements and activities are predictable and that events and risks affecting the project are predictable and controllable. Once a phase is complete, it is expected that it will not be revisited. This assumption and approach can be suitable and in alignment with the nature of some projects such as construction projects, in which the team needs to determine, define, and plan for the complete requirements of the entire building to understand and define the complete scope of deliverables.

Traditional and Agile differ clearly in their view of change and how it is addressed. According to TPM, any change to project details and well-defined scope is considered a threat that should be controlled; hence change management is defined as the process and set of tools to prevent scope creep or change. Change management achieves this by providing an outlet for requesting, evaluating, planning, and implementing changes to a project scope. Change management has two main goals: supporting the processing of changes and enabling traceability of changes. In TPM, any approved change must be reflected to the project scope baseline and necessary corresponding adjustments to schedule and budget should be reflected to the project schedule and budget baseline (Salameh, 2014).


Ashler, P (2018). 5 Implications of Change Management in Agile an Agile World, Implementation Management Associates. Retrieved 12/20/2018 from

Hanadi, S. (2014). A Comparison between Agile Project Management and Traditional Project Management Methods. International Journal of Business and Management Review. Retrieved from What-When-Why-and-How-A-Comparison-between-Agile-Project-Management-and-Traditional-Project-Management-Methods.pdf (

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