RISK MANAGEMENT OF ORGANIZATIONAL CHANGES IMPLEMENTATION BASED ON THE PROJECT APPROACH METHODOLOGY

Abstract

The need for constant implementation of organizational changes in the course of the enterprise demands the development of new approaches to this process, among which the project approach takes special place. 

The purpose of the study is to develop the basic principles of risk management of organizational change in accordance with the methodology of the project approach. 

The prerequisites for improving the functioning of the enterprise through the introduction of organizational change are considered. The role of the methodology of the project approach as management of constant changes is defined. The essence of risk and project risk is specified. The components of risk are considered: uncertainty, probability and consequence of influence. The possibility of considering the sphere of resistance management to changes in the context of project risks is determined. The essence of resistance to changes as a phenomenon in economics is investigated. The key approaches to determining the nature of resistance to change and its understanding as a negative risk in the context of project management are presented. The essence of actions in the field of risk management in the project of organizational changes on separate processes is detailed. A description of actions in the field of risk management in the project of organizational changes is given. A description of the risk management strategy to prevent resistance to change during project implementation is presented: avoidance strategy involves changing the project management plan so as to eliminate the threat of risk; transmission or transfer risk involves shifting the negative impact and responsibility in case of occurrence for the third person; reducing the likelihood or impact of a negative risk event on a project is the next risk management strategy; risk acceptance implies that according to the identified risk no precautionary measures are planned to reduce the probability of its occurrence or impact on the project, but appropriate alternative actions are planned, which often require additional funding that should also be taken into account in the project budget. Peculiarities of calculating the impact of risks on the project budget of organizational changes are determined. Factors that contribute to or counteract the success of organizational change are considered. Prerequisites for assessing staff readiness for change are identified.