The article “Aim, Fire, Aim—Project Planning Styles in Dynamic Environments”, is part of a larger study conducted by Simon Collyer (over 15 years of project management experience), Clive Warren (PhD in property and facilities management and workplace efficiency), Bronwyn Hemsley (20 years of management experience in the use of communication), and Chris Stevens (extensive management experience in delivering transformation and change within large corporations), to develop a theory or model to help project managers in dealing with dynamism and uncertainty of today’s work environments. The authors pinpoint three main drivers for change; particularly changes in materials and resources, changes in relationships and interdependencies among projects, and changes in business environment goals and government policy. In an effort to better manage rapid change, the article stresses on five planning approaches: change resistance, staged release, iterative planning, competing experiments, and alternate controls. A qualitative research study out of 37 interviews with 31 practitioners from a range of industries was conducted to explain how and why these practitioners use the above five approaches, in what circumstances these approaches become effective, and how these approaches can be optimized to achieve new dynamic management strategies.
This essay presents three different diagnostic models that serve as a change management guidance for organizations by helping them in considering what factors are important for this change and how these factors are interrelated together (Nadler and Tushman 1980). The main purpose of these models is to help in reducing the complexity of the change situation by identifying what change variables require attention by the organization, what sequence of activities to adopt in dealing with the change situation, and how the various organizational properties are interconnected (Ian Palmer 2009). The essay compares and contrasts Burke-Litwin, Six-Box Weisbord, and Congruence models, pinpoints their strengths and weaknesses, and then applies one of these models to the case study “Jamie’s Food Revolution”.