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Models of Lifecycle, Research Paper Example
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Introduction
Lifecycle methods are considered as essential approaches that are necessary for products and/or services to be planned for, created and distributed towards the different receivers in the market. Business organizations make it a point that this particular aspect of operation receives consistent attention hence manifesting a source of competence that the entire organization is to be dependent upon. Assuring that the lifecycle method one company embraces is in compliance with their mission and their conditional desire to make a reputable name in the industry that the business is enjoined with. Herein, three particular lifecycle methods are to be given attention to. Relatively, their impact on the operations and developments of an organization is to be further defined hence instantiating a course of distinction as to which method is most effective in defining the process of progress that organizations hope to adapt to.
Software System Development Life Cycle Model or the Waterfall Method
In this aspect of modern methodological approach to change management, it could be analyzed how modern computer technology is utilized as a primary source of competence among management administrators as they establish ne waves of defining their products and the manner by which the operative production and distribution of these products are supposed to be handled. In this course of redefining change, it is very important to note what is already known and what are still expected to be realized in the process of managing the necessary changes needed for development. The creation of a computer software that would handle the operation in a centralized manner is the primary feature of this process hence creating a better conceived consideration on how the new proposals to management are to be implemented. The software is then expected to meet relative indications of organizational growth depending on the function that it is hoped to complete. The waterfall model is also noted for its capability to welcome requests from stakeholders even during the actual implementation of the program’s application in new management approaches.
Iterative Development Model
This approach is more often than not related to repetition of process and redevelopment of what has been applied before. It is realized under this course of progress that there are certain matters that ought to be retained and simply be improved to be able to respond to new needs of the clients. There are instances when old services do not comply anymore with the new demands of the new clients anymore. Nevertheless, these options need not be considered irrelevant or unusable. Instead, they ought to be refined and distinctively repackaged to be of greater use to new clients. In doing so, step-by-step procedures ought to be followed for changes to successfully be completed. In a way, they have to make a constructive process by which the program that has been created would be able to accommodate constant adjustments in case the need arises in the future. This specific process basically indicates the need to accomplish developments in line with the changes that the market incurs at the same time. Nevertheless, it does not completely accept the entire transformation of the whole system from scratch hence avoiding unnecessary wastage of resources that usually occurs when complete overhauling change is attained by any organization.
Product-Service Marketing Lifecycle
For this particular consideration of lifecycle model, the attention of change is placed on marketing. The change of strategy on how to get the attention of the market and to influence them to buy or accept the services being offered by the company is being modified so as to fit the taste of the buyers. Modernity often changes market taste and perceptions. Being able to respond to such massive transformations, organizations ought to be in-the-know as to what is being fully accepted by the buyers. From this point, media and communication are again to be used as the strongest tools to getting into the considerable attention of the market. Through product customization and promotions, organizations are expected to take on the challenge of recreating the pattern by which they were able to influence the market at first.
Conclusion
While the three proposals of lifecycle methodologies are different from each other in terms of conditional representations and applications, it could be understood that they all serve their own purposes especially in relation to correlative procedures of reinventing the process by which an organization is able to influence the perception of the market. Considerably, it is the effective implementation of the principles of each of these procedures that could reassess the approach by which the organization is to relatively embrace consistent desire for continuous market influence even amidst competitive courses of operation that they have to withstand through administering effective change management.
References
Anderson, D. & Anderson, L.A. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass/Pfeiffer.
Marshak, R.J. (2005). Contemporary challenges to the philosophy and practice of organizational development. In David L. Bradford and W. Warner Burke (Eds.) Reinventing organizational development: New approaches to change in organizations. San Francisco, CA: Pfeiffer.
Kotter, J. (2011). Change Management vs. Change Leadership — What’s the Difference? Forbes online. http://www.forbes.com/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/. (Retrieved on April 29, 2012).
Whelehan, S. (1995). Capturing a Moving Target: Change Management. Consultants News. http://www.slideshare.net/wikipediaCM/cm-consultantnews. (Retrieved on April 29, 2012).
Phillips, J. R. (1983). Enhancing the Effectiveness of Organizational Change Management. Human Resource Management Journal. 22(1/2), 183-199.
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