Chapter 5. The task of quantitative assessment of changes in the long-term IT project management system
Authors/Creators
-
1.
Kharkiv National University of Radio Electronics
- 2. Independent Researcher
Description
The object of the study is the process of change management in an IT project.
The study addressed the problem of quantitative assessment of changes that arise during the implementation of a long-term IT project. Existing common methods of change management do not allow for quantitative assessment of the main parameters of changes. Modern research is mainly aimed at solving the problem of quantitative assessment and change management within the entire IT project. The issue of quantitative assessment of changes that arise in the process of work of individual teams of IT project performers remains practically unexplored.
In the course of the study, it was proposed to improve the existing method for quantitative assessment of changes, based on the Beckhard and Harris model. To improve this method, it was decided to use a descriptor approach. An improved method was developed, which, unlike the existing one, allows for quantitative assessment of changes based on the values of descriptors. These descriptors are formed in the process of performing sprints of a long-term IT project by its performers.
Based on the improved method, elements of information technology for automated solution of the problem of quantitative assessment of changes in the management system of a long-term IT project have been developed. A description of the architecture of information technology has been proposed, its technological stack has been defined, and the results of the development of software elements have been presented.
Experimental verification of the obtained research results was carried out within the framework of the long-term IT project "Web Constructor". The verification was carried out on the results of the work of one team of project developers. The calculation was based on data obtained during the team's execution of seven project sprints. The verification results showed that the predicted values of the indicators quite accurately coincide with the values of the time actually spent on implementing changes (0.97 and 0.81 for the sixth and seventh sprints of the IT project, respectively).
Overall, the application of the improved method improved the change implementation rates during the IT project implementation and improved the team's attitude to the change management process by 14.5%. This allows to consider the improved method and implemented IT elements as a usable tool for change management of individual teams of IT project performers.
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Additional details
Dates
- Available
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2025-11-27
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