No description available.

The thesis is dedicated to management of projects that focus transitional and transformational changes in organizations. The theoretical part of the thesis covers terminology and definition of change management. Project and change management dependencies are defined. Consequently, Prosci change management methodology, Kotter's 8 Steps for Leading Change and GE Change acceleration process are analyzed. Finally, a methodology for practical part of the thesis is selected. Practical part includes description and usage of most frequent CAP tools as well as a case study. A real change project is described and evaluated from CAP methodology perspective.

This diploma thesis is focused on Change Management, for which I used translation "správa změn" in my thesis. The diploma thesis includes a proposal for solution of Change Management, which is based from elements of RUP (Rational Unified Process), and methodology and CMMI (Capability Maturity Model Integration). In the first chapter, entitled Software requirements, there are at first defined basic concepts related to Change Management. The chapter includes the definition of software requirements and specification of different types of requirements. Then it focuses on sphere of Requirements Management, involving Change Management. Next part of chapter includes improving of existing processes, which can be used for change-oriented processes. The following section introduces the basic characteristics of RUP methodology. At first there are described its basic features, best practices and elements of methodology. The following there are described the components and procedures of specific discipline Configuration and Change Management. A separate part of thesis is also focused on the the presentation of the CMMI model. In the charter, which is devoted to this model, there is a definition of basic concepts. Then there is description of the model, the various components and method of improving in CMMI model. In the following section is a description of the Change Management in the CMMI model. The final part tries to evaluate the Change Management in concept of the RUP methodology and CMMI model. It also focuses on aspects of integrating these two areas. I try design solution of Change Management based on analysis of available information. This solution is the main aim of my thesis.

Main purpose of this thesis is creation of suggestions leading to sales department efficiency increase. Throughout the theoretical part three main approaches dealing with changes in organizations are introduced. These approaches are Process Management, Lean Management and Change Management. Some of the principles and methods introduced are then applied during suggestions development in the second (practical) part of the thesis. The second part begins with the introduction of the company and selected departments. It is thereafter followed by deep analysis of the current state resulting in main constraints discovery. Based on these findings specific suggestions for its elimination are developed. By elimination of these constraints the efficiency of sales department should be increased. Finally, quantification of expected benefits is performed and compared with the defined objectives.

This thesis deals with business process management phenomena and its concept of business process reengineering in particular. Furthemore, the principles, chosen methods and critical success factors of business process reengineering implementation are discussed. This thesis also concerns itself with holistic conception of business process management which incorporates both hard factors (e.g. process modeling) and soft factors dealing with rather social aspects of any organizational change. All theoretical findings are applied in specific organization where the business processes are rethought.

Introduction Change is theorised as being inevitable and constant, yet it can be managed either proactively or reactively. It can occur incrementally as a process, or drastically and radically; this invariably affects the systems and sub-system. Most managers in the Public Service (PS), officials, consultants and practitioners conceptualise change management with minimal strategies of how to deal with it, especially when it occurs in an organisation. Change management needs key role players with respective roles to manage change within an organisation. Change management in this study is in the context of organisational strategic change, where human resource (HR) and line managers are regarded as key stakeholders in dealing with change, particularly strategic change, in the PS. Failed change efforts are due to inadequate change management competence, which ultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is not managed in an organisation, it creates resistance that is associated with negative emotions where individuals and collectives experience fear, anxiety, insecurity, loss of control, constant routines, traditions, lack of support, confidence and trust. At an organisational level it can result in inadequate performance due to unclear goals and affected employees not being involved in the planning of change, as well as poor management style and political dynamics within the organisation. The PS is in flux and is affected by the rapid pace of social, political and technological change. Change should be managed by HR and line managers in the PS. Research Purpose The aim of this study was to determine the different roles that HR and line managers play during various phases of strategic change in the context of the PS and to further explore if they actually fulfil those theoretically determined roles. Motivation for the Study The PS has undergone tremendous change, mainly to adapt its service delivery machinery to government’s broadened mandate to serve all of the people of South Africa. Therefore, the motivation of this study is based on the lack of success in the PS in delivering services as required. This necessitates change efforts to improve service delivery. The failure of change efforts due to insufficient change solutions by management in the PS creates a gap in knowledge about change management solutions in the PS. This knowledge gap exists as result of the fact that there has been no research that has explored, in any detail, specifically how HR and line managers go about managing change on a day-to-day basis. This indicates that there is a scarcity of prior empirical studies exploring how change should be managed in organisations, including the PS. Leaders and managers in the PS do not understand the complexities they are facing when dealing with change due to the lack of capacity in terms of roles in leading and managing the change process. Hence the motivation of the study seeks to determine change management solutions through key stakeholders, by exploring the roles of HR and line managers in managing and leading change in the Public Service. / Dissertation (MPhil)--University of Pretoria, 2016. / Human Resource Management / MPhil / Unrestricted

For decades, duplex filters have been put to use virtually unmodified. Technologies, handling and use of materials show enormous potential for improvement. Filter element emoval/replacement is performed according to a complex process sequence. With the newly developed Duplex Filter, the market demands concerning simple filter element removal/replacement, as well as weight and pressure loss reduction are fully met.

The topic of this thesis is change management. A summary of the topic is made in the first part of this thesis so that a reader has the theoretical background to read further. In the second part, the author describes five most important change management methods. These methods are described, analyzed and compared to one another. Five hypotheses about the most influential factors to the outcome of a change project were created out of the analysis. These hypotheses cover the entire span of a typical change project and are tested in the practical part of this thesis. The practical part of the thesis relies on a thorough case studies analysis and interviews. By analyzing the case studies and the interviews, the author was able to judge the validity of set hypotheses and create a set of recommendations for future change projects. These recommendations are based on many real situations and therefore are valuable for future reference. The role of information technology in change management is also emphasized at the end of the thesis.

Ett byggprojekt använder idag cirka 21% av den tid som finns tillgänglig och står under den övriga tiden stilla. Samtidigt beräknas ungefär en tredjedel av arbetsdagens timmar försvinna som slöseri. En optimal situation hade inneburit ett 100% nyttjande av den tillgängliga tiden vilket i sig kunnat innebära en ökad effektivitet. Tidsanvändningen inom ett projekt påverkar resursanvändningen, där resursen arbetskraft idag motsvarar mellan 10–60% av den totala projektkostnaden. Planeringen av den tillgängliga tiden görs med hjälp av tidplaner och arbetsplatsens arbetstider blir styrande vid upprättandet av en tidplan. Genom att förändra arbetstiderna så förändras nyttjandegraden av den tillgängliga arbetstiden vilket möjliggör för en ökad effektivitet inom ett byggprojekt. Syftet med den genomförda studien har varit att undersöka vilka hinder och drivkrafter som finns för en förändring av de nuvarande arbetstiderna vid ett byggprojekt. Fokus har varit ett valt ombyggnadsprojekt i Stockholm. Målet med studien var att genom en kartläggning och identifiering av faktorerna bidra till en ökad förståelse och kunskap inom området samt redogöra för de interna förutsättningarna som bör finnas för en förändring av arbetstiderna. För att besvara syftet genomfördes en utforskande abduktiv fallstudie. Genom workshopar och intervjuer inhämtades primärdata direkt från fallprojektet, samtidigt som en litteraturstudie genomfördes med utgångspunkt i vad som framkommit av studiens inledande del. I slutskedet genomfördes en simulering av fallprojektets tidplan för två valda aktiviteter där den ordinarie arbetstiden ersattes av skiftarbete och en utökad arbetstid i form av en 7-dagarsvecka, med syftet att teoretiskt testa en arbetstidsförändring. Förändringen visade på en minskning om 43% respektive 19% av den totala kalendertiden. Resultatet från studien visar att det finns 15 stycken faktorer som påverkar eller påverkas av att arbetstiderna skulle förändras vid byggprojektet. Faktorerna kan ses som antingen drivkrafter eller hinder, där de interna drivkrafterna antingen kan ses som incitament till en förändring eller som resultat av förändringen. De interna drivkrafter som identifieras i studien är kontraktshandlingar, förseningar, arbetsmetoder, projektets utgifter samt produktionstid/tid för färdigställande. Interna hinder som identifieras ses som svårigheter och hindrande faktorer. Dessa faktorer identifieras som projektorganisationen, informationsöverföring, personalutrymmen, säkerhet, administrativa arbetsuppgifter samt arbetsplatslogistik. Som externa hinder identifieras arbetstid och arbetstidslagen, kollektivavtal, lönemodeller och lokala regler inom Stockholm stad. De interna förutsättningarna som bör finnas för en implementering av förändrade arbetstider är en tidig förankring mellan delaktiga parter, att arbetsplatsens kapacitet fastställs med avseende på resurserbehovet samt att implementeringen regelbundet följs upp. Studien indikerar på att man genom dessa tre insatser kan ge ett projekt de rätta förutsättningarna till en framgångsrik implementering av förändrade arbetstider. Slutligen rekommenderas fallföretaget att fortsatt utvärdera behovet av dagens arbetstider samt hur behovet av en arbetstidsförändring ser ut, eftersom studien indikerar på att det finns fördelar för ett projekt med helt eller delvis förändrade arbetstider i produktionen. / A construction project today uses about 21% of the time that is available and stands still for the rest of the time. At the same time, it is estimated that about a third of the working day's hours will disappear as waste. An optimal situation would be a 100% utilization of the available time, which could mean increased efficiency. The use of time within a project affects the use of resources, where the labor costs today corresponds to between 10–60% of the total project cost. The planning of the available time is done with schedules and the workplace's working hours become governing when establishing a schedule. By changing working hours, the utilization rate of the available working hours changes, which enables increased efficiency within a construction project. The purpose of the completed study has been to investigate the obstacles and driving forces that exist for a change in the current working hours of a construction project. The focus has been on a redevelopment project in Stockholm. The aim of the study was to contribute to an increased understanding and knowledge in the area through a mapping and identification of the factors and to account for the internal conditions that should exist for a change in working hours.  To answer the purpose, an exploratory abductive case study was conducted. Through workshops and interviews, primary data were obtained directly from the case project. Meanwhile a literature study was carried out based on the introductory part of the study. In the final phase, a simulation of the case project's schedule was carried out for two selected activities where the regular working hours were replaced by shift work and an extended working hours in the form of a 7-day week, with the aim of theoretically testing a change in working hours. The change resulted in a reduction of 43% and 19% of the total calendar time.  The results show that there are 15 factors that affect or are affected by the fact that working hours would change during the construction project. The factors are either driving forces or obstacles, where the internal driving forces can either be incentives for a change or as a result of the change. The internal driving forces identified in the study are contract documents, delays, working methods, project expenses and production time/time for completion. Internal barriers that are identified are difficulties and hindering factors. These factors are identified as the project organization, information transfer, staff spaces, security, administrative tasks and workplace logistics. Working hours and the Working Hours Act, collective agreements, wage models and local rules within the City of Stockholm are identified as external obstacles. The internal preconditions that should exist for an implementation of changed working hours are an early anchoring between the parties involved, that the workplace's capacity is determined regarding the need for resources and that the implementation is followed up regularly. The study indicates that through these three initiatives one can give a project the right conditions for a successful implementation of changed working hours.  Finally, the company is recommended to continue evaluating the need for current working hours and what the need for a change in working hours looks like, as the study indicates that there are benefits with completely or partially changed working hours in production.

In the preservation discourse, interventions are generally viewed as technical issues. Considering that interventions cause variety of changes in the characteristics of archaeological edifices starting from the excavation, these changes constructs and shapes the archaeological edifices in terms of its appearance and meaning. In that respect, interventions act as tools for making changes in archaeological edifices by causing transformation of existing characteristics, loss of some others and adding new ones. Based on this, the study aims to evaluate interventions by putting change at the center in order to understand how interventions affect archaeological edifice in constructing its appearance and meaning. The study is based on evaluation of intervention through a &amp / #8216 / new formation process&amp / #8217 / , which is based on two phases. The first phase deals with evaluation of changes in values through the &amp / #8216 / value formation process&amp / #8217 / . The second phase is related with the assessment of changes in the characteristics of archaeological edifice as a whole, in terms of its physical, functional and semantic characteristics. This approach enables the examination of the process of change starting from prior to excavation and the assessment of interventions through the principles of change (reliability, consistency, legibility) and the &amp / #8216 / value formation process&amp / #8217 / . The evaluation method is sampled on certain intervened archaeological edifices on the Curetes Street in Ephesus. The study concludes that the interventions are significant tools for making changes in archaeological edifices throughout its new lifecycle. The &amp / #8216 / value formation process&amp / #8217 / and the &amp / #8216 / new formation process&amp / #8217 / approach can make it possible to predict changes in archaeological edifices, prevent value conflicts caused by interventions and improve the quality of change shaped by interventions. Approaching the intervention process as a change management problem necessitates to develop appropriate change strategies and to define this process as a &amp / #8216 / new formation process&amp / #8217 / .