Managing project changes: Case studies on stage iteration and functional interaction

This paper investigates project changes and their relationships with stage iteration and multi-functional interaction. Changes often occur in a complex solution-based project, which makes the linear management model limited in its application. Complex project planning is based on assumptions about future events. Assumptions often fail and as a result the plans contain activities that are impossible or unnecessary to execute. The consistency of project planning needs to be restored and maintained by revising or redefining project activities. Case studies were used to collect data from international solution-based companies based in the UK. Two solution centres and four projects were examined. Major findings suggest four perspectives for stakeholders to understand and manage changes in the development of complex bespoke system. Mechanisms such as tension management, specification management and organisational learning exist to enable project planning and (re)defining at multiple levels. © 2012 Elsevier Ltd and APM IPMA.