Journal of Advances in Developmental Research

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A Comparative Study of Change Management Practices in Traditional and Agile Project Management Frameworks

Author(s) Uday Kumar Reddy Gangula
Country United States
Abstract This research examines the differences in change management approaches between traditional and agile project management systems. The ability to handle changes in project environments has become the main factor that determines project success in today’s dynamic business world. The research shows that the traditional Waterfall model and agile Scrum and Kanban frameworks handle risk differently because they approach change as a deviation to control delivery risk or as a value-creation opportunity to address market risk. The fundamental approach to change management between these two paradigms differs because traditional frameworks focus on risk control through plan and budget adherence, while agile frameworks use change to create value for market needs. The fundamental approach of these systems toward change management becomes evident through their operational structures. The Waterfall model implements a Change Control Board (CCB) to defend project baselines through strict procedures, yet Scrum and Kanban integrate adaptation into their workflows through Product Backlogs and continuous flow systems. The success of each method depends on specific project conditions, which include stable requirements and uncertain project environments. The current project management environment demands hybrid models because neither traditional nor agile approaches work best for all situations.
Keywords Project Management, Change Management, Change Control, Waterfall Model, Agile, Scrum, Kanban, Iterative Development
Field Engineering
Published In Volume 11, Issue 2, July-December 2020
Published On 2020-11-11
Cite This A Comparative Study of Change Management Practices in Traditional and Agile Project Management Frameworks - Uday Kumar Reddy Gangula - IJAIDR Volume 11, Issue 2, July-December 2020. DOI 10.71097/IJAIDR.v11.i2.1573
DOI https://doi.org/10.71097/IJAIDR.v11.i2.1573
Short DOI https://doi.org/g9627z
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