Change Management in Software Projects - A Historical Overview

Change management (CM) in software projects refers to the systematic planning, control, and implementation of changes to requirements, system components, processes, and organizational conditions. Over the course of its development, the understanding of CM has shifted from a primarily technology-oriented discipline for controlling changes in requirements to a holistic approach that incorporates organizational, cultural, and human factors. Dealing with change professionally is considered a key success factor in software projects, as requirements typically change both during the project and in operation.

In the phase of sequential process models, especially the waterfall model, change management was strongly focused on stability, plan fulfillment, and formal control.

Characteristics

• Strict phase separation: Requirements analysis, system design, implementation, and testing were carried out sequentially. Late changes often led to high costs and risks.
• Focus on configuration and requirements management: Changes to specifications were formally documented, evaluated, and approved.
• Change Control Boards (CCBs): Special committees decided on change requests based on effort, cost, and benefit.
• Document-driven processes: The goal was to keep the number of changes to a minimum in order to stay on schedule and within budget.

During this phase, change management primarily served to minimize risk and ensure project stability.

With increasing system complexity and growing competitive pressure, the demands on flexibility and response speed rose. Classic, highly sequential models increasingly proved to be inadequate.

Developments

• Shorter innovation cycles: Markets demanded faster product adaptations.
  Tool support: Specialized tools for requirements and change management, such as IBM Rational RequisitePro, supported the structured management of changes.
• Integration into project management: Change processes were more closely linked to quality assurance, risk management, and configuration management.
• More holistic approach: In addition to technical feasibility, greater consideration was given to business impacts and dependencies between system components.

During this phase, the focus shifted from pure control to efficient management and transparency.

The publication of the Agile Manifesto in 2001 marked a fundamental paradigm shift. Change was no longer primarily viewed as a disruptive factor, but rather as an integral part of successful software development.

Principles

• Responding to change over following a plan: Adaptability took precedence over rigid plan fulfillment.
• Iterative development: Requirements are prioritized, implemented, and reviewed in short cycles.
• Integration of change management into the methodology: Change processes are part of agile frameworks such as Scrum or Kanban.
• Organizational change management (OCM): At the same time, the organizational and psychological dimensions gained in importance. Models such as John P. Kotter’s 8-step model and the ADKAR model are used to promote acceptance among employees and end users and to systematically address resistance.

Since then, change management has encompassed not only technical adjustments but also communication strategies, training measures, and cultural changes.

More recently, change management has evolved further toward permanent adaptation. Change is increasingly seen as the normal state of digital organizations.

• DevOps and continuous delivery

In the context of DevOps, development and operations are more closely integrated, both organizationally and technically. Automated testing, continuous integration, and continuous delivery enable frequent, controlled releases. Rollout strategies such as canary deployments or feature toggles reduce the risks associated with introducing changes.

• Automation and artificial intelligence

AI-supported tools assist with impact analyses, risk assessments, and the prioritization of change requests. The goal is to create a data-based decision-making foundation for change processes.

• Customer focus

User-centered development and continuous feedback help to identify undesirable developments at an early stage and make iterative adjustments.

In addition to general methodological developments, there are also company-specific change management concepts. One example is the change management concept developed by TUP GmbH & Co. KG. As part of its “software follows function” approach, the company aims to design solutions in such a way that adjustments and functional enhancements can be made on an ongoing basis.

The focus is on long-term adaptability rather than cyclical complete migrations. Modular system architectures and continuous further development are designed to support scalability, the integration of new automation concepts—particularly in the field of intralogistics—and economic sustainability.

The development of change management in software projects shows a shift from formal change restrictions to continuous adaptability. While early approaches prioritized stability and control, today the focus is on flexibility, automation, and cultural transformation. Modern change management concepts integrate technical, organizational, and human factors and understand change as an integral part of digital value creation.