jharna software case change management

Jharna Software was a middle size Indian software company with approximately 180 employees, which was also an offshore centre in the United States. With the rapid development of India offshore software industry in past few decades, Jharna software achieved its success by delivery high quality and low-cost service to the customers. However, the rapid change in customer demands and fiercer market competition forced it to make a choice whether or not to adopt agile methods instead of traditional plan-driven development method.

The iterative nature of agile method makes it an excellent alternative when it comes to managing software projects. But since the new method differed from the traditional way in almost every respect, Jharna Software had to take a flexible and feasible approach for change management to execute the agile method. There was no denying for the necessary and urgency of the change management in term of customer orientation business model. The case that a rival company Ampersand was closed after lost a main client confirmed this point.

Now Khan, head of Jharna Software, was going to introduce organizational changes to improve its current business model. Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. Normally it includes following aspect: 1. Strategic changes 2. Operational changes (including Structural changes) 3. Technological changes 4. Changing the attitudes and behaviors of personnel Jharna Software’s strategy was using the traditional method and agile methods in parallel. I think it is reasonable because both two methods had advantages and disadvantages.

Take agile method in the XP as an example, its shortcoming will be that “while individual practices are suitable for many situation, overall view and management practices are given less attention” which means agile method doesn’t scale well. So Jharna Software can conduct large software projects using its established software development approach while take small projects under agile method. Meanwhile Khan was worried about the culture clash between two teams adopting traditional and newly method respectively. I think that is not bad things because it often arises during the transition period.

Actually the agile method is able to promote teamwork than the traditional way because team composition in an agile project is usually cross-functional and self-organizing without consideration for any existing corporate hierarchy or the corporate roles of team members. So the newly method might help to build employee morale in Jharna Software. Khan was also considering seeking talents from other companies or recruiting experts in using agile methods because his project managers did not have experience with agile methods.

But I think Khan should convince other members of his management team to pursue a uniform goal firstly since their view are quite different in their own respective. The process should follow up the top to down principal and include as many as possible employees to participant in the change. Outside resources can be helpful to promote the procedure but cannot play crucial roles. Probably Jharna Software can implement the change management in three steps: 1. Start with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change.

Put up with a concise and specific change management plan includes the objectives, content, and process of change. 3. Measure the performance based on some key points such as financial results, operational efficiency, leadership commitment, communication effectiveness and fine-tuning as required. To sum up, we recommend Jharna Software to plan change management as soon as possible to retain its customers and become more profitable compared to its competitors.


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