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ICIC Express Letters ICIC International c
⃝2019 ISSN 1881-803X
Volume 13, Number 10, October 2019 pp. 941–947
7E: A PROPOSED CHANGE MANAGEMENT MODEL INTEGRATED
WITH SOFTWARE DEVELOPMENT LIFECYCLE
Hussam Hourani, Mohammad Abdallah and Abdelfatah Tamimi
Faculty of Science and IT
AL-Zaytoonah University of Jordan
P.O. Box 130, Amman 11733, Jordan
Hussam.hourani@gmail.com
Received April 2019; accepted June 2019
Abstract. There are many vital issues that the software implementation faces during
all projects phases journey and throughout the Software Development Lifecycle (SDLC).
Many software change implementations fail due to lack of engagement of the stakehold-
ers, employees and management resistance, poor leadership, organization environment,
cultural issues and others. The importance of this study is to propose a new Change Man-
agement (CM) model and framework that are integrated with the SDLC. The new CM
framework supports the different aspects of the change and introduces a new process that
helps integrate organization, technology, and stakeholders, which will result in increasing
employees’ acceptance of the change (Software) and to have a smooth deployment and
successful change implementation.
Keywords: Change management framework, 7e’s model, SDLC change management
model
1. Introduction. The Greek philosopher Heraclitus has a famous saying that: “Change
is the only constant” [1]. The basic definition of change is a transformation or transi-
tion from one state to another [2]. Change is a planned and managed process. Many
objectives, benefits, values and gains may be obtained by managing change, among them
is that it prepares the organization for the “valley of despair” and how the organization
can react to that change [3]. By dealing with SDLC as a change in organizations, the
benefits of the change are known before starting the project and prior to starting any
phase of the SDLC which will drive and gain the whole success to the project. Nowa-
days professional companies and organizations start seeing change management plays a
major and essential role during introducing and implementing new software or technol-
ogy. Change management will ease any organizational transitions related to technology
and adopt new software. The main contribution to this research is to propose a new
change management model and framework that are integrated with SDLC. The new pro-
posed model and framework will gain the following significance and advantages: minimize
resistance, leadership alignment, increase stakeholders’ engagement, cultural alignment,
proper communication, improve performance, reduce costs and have a smooth software
deployment and user acceptance for the new system. The organization of this paper is
as the following: provide the problem statement, then provide a literature review, then
detail the proposed model and the framework and then conclude the results.
2. Problem Statement and Preliminaries. There are many challenges that affect
adopting new technologies in organizations. The key challenges are related to the follow-
ing:
DOI: 10.24507/icicel.13.10.941
941
942 H. HOURANI, M. ABDALLAH AND A. TAMIMI
•Aligning organizational practice with organizational vision, mission, strategy and
values
•Delivering benefits oriented projects to the organizations that serve business needs
•Creating consistency and efficiencies in organization’s methodology
•Building the organizational needed internal capabilities
•Mitigating critical risks and ensuring projects success
•Culture, leadership & management coaching & alignments
•Accelerating projects acceptance, and increasing its likelihood of success
•Controlling projects time, cost and budget
•Finally treating employee’s right.
The above issues are caused by changes occurring in organizations without considering
one of the most critical areas in business which is change management. Change man-
agement is a competency that embraces change and gives organizations tools to handle
it effectively and efficiently and plays a key role in implementing software projects by
focusing on change benefits, leadership alignment, stakeholder engagement and cultural
alignment.
3. Literature Review. Table 1 highlights the summary of the most famous models for
change management. The summary highlights the key benefits of each model and provides
some description for each model.
4. The 7e’s Proposed Model. In this research, we introduced a new change man-
agement mode that is effective and efficient for all project’s phases in SDLC. The new
proposed called 7e’s model shown in Figure 1 is based on best practices and can add a
great value to align software technology with organization’s business needs. The model
drives a visionary view on the key requirements and expected solutions for the business
and it strategizes all SDLC phases to engage the right teams during the project implanta-
tion. This model drives the quality of the proposed framework and the related processes.
The model utilizes a structured change management approach prior to the project im-
plementation that assures the success of change management journey through the whole
software implementation project life cycle.
The 7e’s proposed model consists of the following stages.
•Envision: This is the stage that triggers the change and builds the change’s vision
and inspires a solution. This stage must link and integrate the change’s vision and
benefit with the organization’s strategy, vision and values.
•Embrace: Adopt and foster the change and drive it to success.
•Engage: Involve all the related stakeholders, management and leadership to maxi-
mize the alignment, explore and gain the related benefits.
•Enable: Qualify the organization and make it ready for the change.
•Execute: Implement and achieve the desired vision.
•Endure: Sustain the change and continue improvement.
•Excellence: Provide insights and best practices for all stages as input and produce
optimized tacks, activities and deliverables as outcome from each stage.
In the next section, the new framework has been introduced and explained in respect
of the SDLC.
5. The 7e’s Change Management Framework. Based on the proposed 7e’s model
stages highlighted in Figure 1, the 7e’s change management framework and the related
processes for SDLC are introduced and highlighted in Figure 2. In this framework, each
phase of the SDLC is highlighted with all its related change management processes that
drives the project success from best practices point of view. The proposed framework
details the start and end for each process within each phase of the SDLC based on the
ICIC EXPRESS LETTERS, VOL.13, NO.10, 2019 943
Table 1. Change management models summary
Model Name Description Benefits
ADKAR
Model
ADKAR has been created by Prosci founder J-
eff Hiatt. The model proposes five phases of
change processes: awareness, desire, knowledge,
ability and reinforcement. The ADKAR model
focuses on people change adaptation and is se-
quenced by how an individual experiences the
change [4].
Considered as individual change management
model [5]. The main ob jective of ADKAR is to
enhance the individual to gain a positive growth
in the organization [6].
Kotter’s
8-Step Model
John Kotter introduced the Kotter’s 8-Step
Change Model to enhance the organization’s a-
bility to change and to increase and raise its
chances of business success. The model’s eight
steps are: establish sense of urgency, create
guiding coalition, develop a change vision, com-
municate vision, empower broad-based action,
generate short-term wins, never let up, and fi-
nally incorporate changes into the culture.
Considered as organizational change manage-
ment model [5]. The model proposes an easy
step by step process to enhance the organization-
al change success. This model is considered as a
great tool for leaders who have difficulties and
obstacles in getting employees on board and who
face resistance. The model has an effective com-
munication plan and prepares employees to cope
with the organizational changes [7].
Kubler-Ross
Model
In 1969 Kubler-Ross described five stages of
grief in her book “On Death and Dying”
[8]. The proposed model shows the following key
stages of change management: Denial, Anger,
Bargaining, Depression and Acceptance.
Considered as individual change management
model [5]. The model’s stages represent the usu-
al diversity of feelings that individuals experience
in their lives or workplace.
McKinsey 7S
Framework
McKinsey 7S framework has been developed in
the early 1980s by Tom Peters and Robert Wa-
terman, who were working at the McKinsey [9].
This model created seven internal aspects of an
organization that need to be aligned to succeed:
Strategy, Structure, Systems, Shared Values,
Skills, Style and Staff.
Considered as organizational change manage-
ment model [5]. It offers an effective method
to understand an organization and it provides
guidance for organizational change. The mod-
el is considered relatively as complex model and
there is a higher degree of failure if not handled
carefully.
Lewin’s
3-Stage
Model
The model involves three steps: Unfreezing,
Changing and Refreezing. Lewin’s model fo-
cuses on employees’ resistance and decrees it,
rather than having to desire the change [6].
Considered as organizational change manage-
ment model [5]. It is simple and easily under-
stood and has a fewer steps that have to be fol-
lowed which make the model efficient. It provides
the organizational leaders to think past quanti-
tative analysis throughout the change [7].
Burke-Litwin
Model
The model consists of 12 organizational ele-
ments that determine a change within an or-
ganization. The incorporation of the Burke-
Litwin model of organizational performance
and change produces perspectives of individuals
at different levels [10].
Considered as organizational change manage-
ment model. The model focuses on creating a
cause and effect relationship [12]. The model is
based on evaluating the organizational and the
environmental aspects, which may be adapted to
ensure a change implementation success.
Beckhard and
Harris’s Model
The original “Formula for Change” was de-
scribed by David Gleicher in the 1960s, but was
molded into the modern change equation dur-
ing the 1980s by Richard Beckhard and Reuben.
The model aims to serve as a simplified mecha-
nism of analyzing the potential success or fail-
ure of a change initiative within organization
[13].
Considered as organizational change manage-
ment model. The model introduced a change e-
quation for clarifying the organizational change.
Change will only occur if: D ×V×F>R (where
D: Dissatisfaction, V: Vision, F: First concrete
steps that can be taken towards the vision, R:
Resistance). The equation is simple to be com-
municated fast to an audience, but this simplicity
can also be the model’s weakness because it does
not take in consideration all other factors [13].
Iceberg Model
The Iceberg of Wilfried Kruger CM model is
considered as strong visualization of the change
in organizations where CM focus is concentrat-
ed on peripheral issues of cost, quality and time
at the expense of the critical and weightier is-
sues of managing acceptance, attitudes and be-
haviors which are key to successful change im-
plementation and reducing resistance to change
[11].
Considered as organizational change manage-
ment model. The model deals with both the
apparent and unseen barriers to change in the
organization. In order for the change to succeed
in the organization, change representatives must
consider the tip of the iceberg, which relates to
issues of cost, quality, and time, also must con-
sider perceptions, beliefs, power and politics that
are below the surface.
944 H. HOURANI, M. ABDALLAH AND A. TAMIMI
Figure 1. The new 7e’s change management model
Figure 2. The 7e’s change management framework
waterfall model that consists of Requirements, Design, Implement, Testing, Deploy and
Support. The planning phase is introduced to handle the change management processes
before the project starts.
5.1. Planning phase. The first phase of the change management journey that is inte-
grated with the SDLC is planning phase outlined in Figure 2. This phase is considered
as a key driver that sets up the change management stage and produces the change man-
agement key deliverables including the change management plan that has all planning
activities. The main idea behind this phase is to plan for the change and to do change
management activities the right way. Office of Strategy Management (OSM) must be
engaged along with the Change Management Office (CMO) to align the new change with
the organization’s strategy. The key CM processes in the Planning phase are as the
following: initiative change trigger, create initiative vision, identify the initiative bene-
fits, create initiative business case, leadership alignment, gain management commitment,
ICIC EXPRESS LETTERS, VOL.13, NO.10, 2019 945
forming a coalition & empowerment, create short term quick wins, communicating the vi-
sion, establishing a sense of urgency, resistance management, update CM plan and related
documents, and CM control by CMO.
5.2. Requirement phase. The second phase of the CM journey is Requirement & Anal-
ysis phase outlined in Figure 2. This phase is the key driver for SDLC journey that
determines the requirements for the targeted software. During this phase, it is crucial
to engage the project manager and the Business Analysis and project team with what
has been done in the change management track, this is to align the project manager and
Program Management Office (PMO) about the CM activities in the project and inte-
grate PMO with the CM track and avoid any conflict between the two tracks. The key
check point at this phase is to align the outcome of the requirements with the change
vision, objects and benefits. Without this alignment, the project will fail based on the
initial identified change strategy. The key CM processes in the Requirements phase are as
the following: requirements gathering deliverables and activities, conduct CM workshop,
study similar business cases, stakeholders assessment, structural assessment, cultural as-
sessment, capability & training assessment, readiness assessments, establishing scene of
urgency, stakeholders management and communications, resistance management, update
change management plan and related documents, and CM control by CMO.
5.3. Design phase. The third phase of the CM journey is the Design phase outlined in
Figure 2. Software Design is the process of defining software architecture, GUI, classes,
attributes, methods, functions, objects, database, and the overall structure and integra-
tion schemas that will satisfy the users’ requirements. In this phase, the design of the
software will be detailed and finalized based on the best practices and based on the CM
key drivers. This phase is important in the change management as stakeholders start
engaging in the key concepts of the product, as for example how the screens will look
like, the usability of the system throughout system prototypes and the other technical
and nontechnical design aspect of the system. The outcome of the design phase must be
aligned with the change vision, objectives and benefits. The key processes in the planning
phase are as the following: design phase activities and deliverables, build and demonstrate
prototype, stakeholders assessment and alignment, structural assessment and alignment,
cultural assessment and alignment, capability and training assessment and alignment,
readiness assessments, integrate change control process (change requests), stakeholders
management and communications, resistance management, update CM plan and related
documents, and CM control by CMO.
5.4. Implement phase. The fourth phase of the change management journey is the Im-
plement (development) phase outlined in Figure 2. During this phase, everything that has
been required and designed will be developed, customized, coded or configured as per the
signed off requirement and design deliverables. Based on the approved requirements and
system design documents, the actual development work is started. It is recommended at
this stage to engage the key end-users with the early finished modules so that they provide
feedback on the outcome and start engaging with the system and be part of the team.
It is recommended to deal with this phase as agile approach to get feedbacks as early as
possible and before the official user acceptance testing activities. The key processes in
the planning phase are as the following: implement phase activities (building the solu-
tion),conduct CM workshop, review software modules outcome, stakeholders alignment,
structural alignment, cultural alignment, capability and training alignment, readiness as-
sessment, integrate change control process (change requests), stakeholders management
& communications, resistance management, update CM plan and related documents, and
CM control by CMO.
946 H. HOURANI, M. ABDALLAH AND A. TAMIMI
5.5. Testing phase. The fifth phase of the CM is the Testing phase outlined in Figure
2. When there are stakeholders who will be required to accept and commence new change
that affects the current organizations structure or processes, then gaining users buy-in
early is critical for success of the change implementation. User Acceptance Testing (U-
AT) is a critical process that stakeholders need to handle to assure what they requested
has been designed properly. UAT will give the end users a chance to try out the new sys-
tem and it is an opportunity to improve change management by capturing the approval
of the end users who will use the software. The key processes in the planning phase are
as the following: testing phase activities and deliverables, conduct CM workshop, engage
in UAT, stakeholders alignment, structural alignment, cultural alignment, capability and
training alignment, integrate change control process, stakeholders management and com-
munications, resistance management, update CM plan and related documents, and CM
control by CMO, UAT and conduct CM workshop.
5.6. Deploy phase. The sixth phase of the change management journey is the Deploy-
ment phase outlined in Figure 2. The key processes in the planning phase are as the
following: deploy phase activities & deliverables, conduct CM workshop, implement the
new operating model, stakeholders alignment, structural alignment, cultural alignment,
capability and training alignment, celebrating and recognize success, integrate change
control process, stakeholders management and communications, resistance management,
update change management plan and related documents, CM control by CMO, and con-
duct CM workshop.
5.7. Support phase. The seventh phase of the change management journey is the Sup-
port phase outlined in Figure 2. The Support phase of the SDLC deals with the on-going
support and maintenance of the deployed software solution. The role of change man-
agement at this stage is to sustain the change. Change’s Sustainability refers to holding
the gains of change’s improvement and outcomes. OSM and CMO must work together
for measuring the planned benefits (benefits realization). The key processes in the plan-
ning phase are as the following: support phase activities and deliverables, benefits and
impact assessments, feedback analysis and corrective actions, cultural alignment, knowl-
edge management, capability and training alignment, integrate change control process,
resistance management, continuous evaluation, sustain the change, update CM plan and
related documents, and CM control by CMO.
6. Conclusions. The new proposed 7e’s model and framework provide clear taxonomy
and a mechanism to link and integrate the CM’s activities within SDLC. The 7e’s model
provides the base for SDLC and CM structure and combines model, framework, context,
and all related processes. In comparison to the other CM models, 7e’s is tailored to
SDLC, it integrates all CM processes across all project phases and it distinguishes the
implementation processes in each phase of the project life cycle. In addition, the model
integrates OSM, PMO and CMO to work in synergy and it orchestrates all work processes
for the change to succeed. The 7e’s model supports organizational leaders, members,
project team, in establishing the change’s vision, objectives, and benefits and manage
the change across SDLC. Integrating the change management framework with the SDLC
will gain the following advantages: minimize resistance, leadership alignment, increase
stakeholders’ engagement, proper communication, improve performance, reduce costs and
having a smooth software deployment and user acceptance for the new system. Future
work can detail all highlighted business processes in the framework and provide also
templates to be used in this proposed model.
ICIC EXPRESS LETTERS, VOL.13, NO.10, 2019 947
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