Relevant bibliographies by topics / CHANGE – CHANGE MANAGEMENT PROCESS

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'CHANGE – CHANGE MANAGEMENT PROCESS'

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Published: 24 April 2022

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Journal articles on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Ellis, Donelda J. "Change Process." Nursing Management (Springhouse) 18, no. 4 (April 1987): 14???21. http://dx.doi.org/10.1097/00006247-198704000-00007.

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TUNÇER, Polat. "CHANGE RESISTANCE IN THE PROCESS OF CHANGE MANAGEMENT." Ondokuz Mayis Univ. Egitim Fakultesi Volume 32, Volume 32 Issue 1 (2013): 373–406. http://dx.doi.org/10.7822/egt157.

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Sousa, Eduardo Da Silva, Carlos Eduardo Machado Pires, Simone Borges Simão Monteiro, and Ana Carla Bittencourt Reis. "It change management process improvement." Revista Singular - Engenharia, Tecnologia e Gestão 1, no. 1 (February 19, 2019): 21–26. http://dx.doi.org/10.33911/singular-etg.v1i1.12.

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IT became an indispensable structure for organizations, whether public or private. Although it is considered a support area, IT plays a strategic role in organizations, its procedures must be systematically conducted. This article addresses best practices in IT Service Change Management and compares these practices with current implementation in a court of law. The purpose of this comparison is to verify the adherence of the implemented process and to suggest adjustments that can guarantee quality of services. For that, a review of the pertinent bibliography and a case study of the processes implemented and executed by the court was carried out. The preliminary comparative analysis demonstrated that the court’s IT services change management activities have opportunities for improvement both in the process and for implementation of control mechanisms, which were suggested by the researchers.
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Mohan, Kannan, Peng Xu, and Balasubramaniam Ramesh. "Improving the change-management process." Communications of the ACM 51, no. 5 (May 2008): 59–64. http://dx.doi.org/10.1145/1342327.1342339.

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Garland, R. Wayne. "Electronic management of change process." Process Safety Progress 23, no. 4 (2004): 244–51. http://dx.doi.org/10.1002/prs.10036.

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Paans, R., and I. S. Herschberg. "Auditing the change management process." Computers & Security 9, no. 2 (April 1990): 161–74. http://dx.doi.org/10.1016/0167-4048(90)90090-g.

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Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2016.1-1.5.

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Kuzhda, Tetiana. "Diagnosing resistance to change in the change management process." Economics, Management and Sustainability 1, no. 1 (December 19, 2016): 49–59. http://dx.doi.org/10.14254/jems.2017.1-1.5.

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Kogetsidis, Harry. "Change Management." International Journal of Information Technologies and Systems Approach 6, no. 2 (July 2013): 1–12. http://dx.doi.org/10.4018/jitsa.2013070101.

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The rate with which change occurs has increased dramatically over the years. At the same time, the change management literature is full of claims about the high failure rate of change implementation programmes in organisations. In this position paper a case is made that change initiatives frequently fail because they are not holistic in nature. The paper argues that change can be managed more effectively if the various interconnected and interacting elements of the system are identified, the divergent interests of the various stakeholders are recognised, and the entire change process is managed systemically. As the failures of change efforts are commonly related to human issues, as opposed to technical factors, involving all stakeholders in the change process is expected to reduce resistance and to create a higher level of psychological commitment among employees towards the proposed change. The paper then looks into the implications that this holistic way of thinking has for information systems development and argues that information systems should not be implemented as a means to solving a problem but instead be treated as a significant tool to help address a complex mix of organisational issues. Information system strategy must be in line with the organizations’ corporate strategic plan and information systems must be related to a continually changing organisational context and a turbulent business environment.
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Kreutzer, Ralf T. "Change-Management." Der Betriebswirt 57, no. 3 (September 30, 2016): 15–18. http://dx.doi.org/10.3790/dbw.57.3.15.

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Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: performance engine, geschäftsmodelle, digitale transformation
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Dissertations / Theses on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Kebrlová, Linda. "Change management." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-75417.

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This diploma thesis is focused on Change Management, for which I used translation "správa změn" in my thesis. The diploma thesis includes a proposal for solution of Change Management, which is based from elements of RUP (Rational Unified Process), and methodology and CMMI (Capability Maturity Model Integration). In the first chapter, entitled Software requirements, there are at first defined basic concepts related to Change Management. The chapter includes the definition of software requirements and specification of different types of requirements. Then it focuses on sphere of Requirements Management, involving Change Management. Next part of chapter includes improving of existing processes, which can be used for change-oriented processes. The following section introduces the basic characteristics of RUP methodology. At first there are described its basic features, best practices and elements of methodology. The following there are described the components and procedures of specific discipline Configuration and Change Management. A separate part of thesis is also focused on the the presentation of the CMMI model. In the charter, which is devoted to this model, there is a definition of basic concepts. Then there is description of the model, the various components and method of improving in CMMI model. In the following section is a description of the Change Management in the CMMI model. The final part tries to evaluate the Change Management in concept of the RUP methodology and CMMI model. It also focuses on aspects of integrating these two areas. I try design solution of Change Management based on analysis of available information. This solution is the main aim of my thesis.
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Clarke, Angela. "Improving the change management process : executive summary." Thesis, University of Warwick, 1998. http://wrap.warwick.ac.uk/4178/.

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As external factors increasingly influence the way businesses operate, companies have to be able to adapt in order to cope with these external influences. They have to become agile and responsive to change in order to gain a real competitive advantage. However, most companies believe that they are unable to achieve this to their satisfaction. One of the main reasons cited is their inability to manage change effectively. The research summarised in this report identifies how the process of managing change can be facilitated and improved. It builds on the main concerns and issues identified in the change management literature and is supported with evidence from companies undergoing change. The research focuses, in particular, on best practice benchmarking, critical success factors for change, the role of corporate culture, understanding learning organisations and how to sustain change. Based on these research areas, two major developments are proposed to help organisations to manage change more effectively. The first method focuses on a benchmarking tool for change management. Formed from the actual practices of organisations who have managed change effectively, the tool provides a quantifiable way for companies to measure and improve their performance in change management. Its successful implementation in a number of different applications and levels, as demonstrated in the research, suggests that it could provide significant benefits to any organisation undergoing change. The second method focuses on sustaining long term successful change management, through more effective capture, sharing and transfer of knowledge within a company. This is known as corporate learning. A corporate learning framework, based on best practice, is proposed as a way forward for organisations to ensure that a holistic approach is taken when implementing corporate learning. Used correctly, these innovative methods provide mechanisms which can help any company undergoing change to improve the way in which it manages that change.
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Terblanche, Thersia. "Change Management in a biopharmaceutical company." University of Western Cape, 2020. http://hdl.handle.net/11394/8003.

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Magister Pharmaceuticae - MPharm
This study aimed to review the change management implemented in a Biopharmaceutical company in Cape Town in the light of existing literature on change management theory. Three main constructs were identified: process of change, readiness for change and climate of change. A quantitative pencil-and-paper survey were used to explore and describe employee experience of the change management process within a single department of a biopharmaceutical company in Cape Town. Cronbach alpha coefficient confirmed internal reliability (α = 0.94) of the questionnaire constructs. Employees across all ages reported average scores for all constructs (M ≥ 2.5 < 4), indicating a similar experience regardless of age. A medium-strong positive correlation (p < 0.01; r = 0.49) was observed between process of change and climate of change.
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Obidallah, Waeal. "Business Process and Service Change Management in Service Oriented Virtual Organizations." Thèse, Université d'Ottawa / University of Ottawa, 2013. http://hdl.handle.net/10393/30199.

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Service Oriented Virtual Organizations (SOVOs) business processes and services are subject to change to meet the internal and external requirements of the competitive, complex and rapidly changing environment they operate in. More practical and efficient ways of change management are needed to allow different partners to initiate changes to their business process and services in a faster and user-transparent manner. This thesis proposes a Change Management Framework for service oriented virtual organizations including a structural and a procedural framework. The structural framework categorizes changes in the SOVO into three layers of change; which include the value network layer, the collaborative process layer and the service providers’ layer, and identifies the impact of change on each layer. Furthermore, the structural framework identifies various triggers of changes which eventually lead to actions taken at the three layers. The change management procedural framework is derived from the ITIL V3, ECM and ECOLEAD best practices and recommendations, customized to fit the SOVO change requirements. It provides different components including the six layers for change processes, change control, change actors and related management processes. The change management procedural framework provides a sequence of steps and methods that the SOVO and its participated organizations can follow in initiating changes to their business processes or services. We design an implementation architecture and a prototype for building the change management console which enables the SOVO change management participants to initiate, assess, collaborate, monitor and authorize changes. The prototype is developed to realize and validate the change management process of change in the SOVO environment. We employ the various capabilities of the IBM Business Process Management (BPM) (including its recent Web 2.0 capabilities) to increase the collaboration between partners in the process of change. We demonstrate that the proposed solutions facilitate and enhance the process of change by effectively engaging the SOVO partners in the process of change.
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Jones, Norma J. "Emergency nurses leading change implementing a new triage process using a traditional change management model." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape9/PQDD_0006/MQ41832.pdf.

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Haid, Josef. "Change Management zwischen Business Process Reengineering und organisationalem Lernen /." [Zürich] : [s.n.], 2004. http://aleph.unisg.ch/hsgscan/hm00151051.pdf.

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Raimond, Paul. "Using the strategic planning process for organisational change." Thesis, University of Bath, 1986. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.280432.

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Rivers, Oneeka Rena'. "Change Management Implementation Strategies for Small Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7729.

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Most organizational change initiatives fail because managers lack effective change management strategies. The purpose of this single case study was to explore change management strategies that outpatient care facility managers used to positively affect process improvements. The population consisted of 6 managers who completed change initiatives at a military, outpatient medical facility in Texas and 6 of their team members. Data were collected using semistructured interviews and organization documents, then analyzed based on the conceptual framework of Lewin’s change theory. Rowley’s 4-step process for analysis—organizing; getting acquainted with; classifying; coding and interpreting; and presenting and writing up the data—was used to identify 4 major themes through data saturation. From the data analysis, the following strategy themes emerged: building effective teams, establishing the foundation for the change, communicating throughout the change process, and solidifying the change. Managers in the healthcare industry can use the findings of this study as a guide to improve the outcomes of their process improvement initiatives by implementing the strategies provided by the manager participants. Thus, the findings of this study may be used to affect positive social change to improve patients’ quality of healthcare and community healthcare outreach programs through increased efficiencies and reduced expenditures.
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Ford, Matthew W. "A Model of Change Process and Its Use in Self-Assessment." University of Cincinnati / OhioLINK, 2000. http://rave.ohiolink.edu/etdc/view?acc_num=ucin971877445.

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Wongthipkongka, Nitida. "Implementing change through a supplier evaluation process." Thesis, Massachusetts Institute of Technology, 2010. http://hdl.handle.net/1721.1/59188.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2010.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 75-78).
With increased global competition, companies find that they must adjust and adapt to a supply chain model that incorporates more strategic suppliers. Pratt & Whitney, a division of United Technology Corporation, is no different as it seeks to streamline selection of suppliers to satisfy their business and manufacturing needs. In addition to improved product costs, low cost sourcing also expands its global footprint as emerging markets, such as China and India, continue to grow at phenomenal rates compared to Western markets. This research focused on development of a supplier evaluation process for Pratt & Whitney to meet its business goals. This introduces a change to the way that the company has historically operated. The first focus is to understand how to implement change within the company setting by introducing a formal supplier evaluation process. The second is to understand develop and refine the process to be utilized within Pratt & Whitney. This thesis focuses first on how to implement change within a company. The existing culture of the company must be evaluated to determine the approach to be taken. Within Pratt & Whitney's culture, research indicates that support from management and key influential personnel within the company are critical in producing a true change in the way the company conducts itself. Three different case studies are discussed that highlight the impact of this support on the successful implementation of change within the corporation. Secondly, this thesis researches the design and development of the supplier evaluation process. The most important aspect is to interview and listen to the needs of the customer. The success and failure of the system rests on being useful, intuitive, and simple. Through constant feedback, the tools were continually improved. In addition, information technology can be an enabler for business processes. With a well-designed system, IT can provide a secure, robust, scalable system for use in large corporations, like Pratt & Whitney.
by Nitida Wongthipkongka.
S.M.
M.B.A.
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Books on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Scheer, August-Wilhelm, Ferri Abolhassan, Wolfram Jost, and Mathias F. W. Kirchmer, eds. Business Process Change Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24703-6.

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Ontario. Task Force on the Organization of Work. The Organization change process. [Toronto, Ont.]: The Council, 1994.

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service), SpringerLink (Online, ed. Business Process Models. Change Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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Gerth, Christian. Business Process Models. Change Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38604-6.

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Strategic change and the management process. Oxford, OX, UK: B. Blackwell, 1987.

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Chernikovskaya, Marina, and Igor Chyemyezov. Change Management. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/18430.

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The nature, the reasons, regularities, conditions and mechanisms of carrying out changes in the organizations are considered. Theoretical bases of professional and effective management of organizational changes are reflected: the objective regularities of changes in the organizations which are shown during their development; main objects and objects of changes in the organizations; value of the organizational context influencing the choice of technologies of management of changes and nature of development of changes; options and sequence of implementation of the operated changes in the organization; variety of possible technologies of management of changes; approaches to the choice of strategy of implementation of changes and strategy; the main obstacles in implementation of changes; effective remedies and technology of overcoming of resistance to changes; stages of carrying out reengineering of business processes; introduction of quality systems in the Russian companies. The textbook is intended for use when training bachelors in the Management direction 38.03.02, and also for all interested by problems of management of changes in the organizations.
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Scheer, August-Wilhelm. Business Process Change Management: ARIS in Practice. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003.

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Liebmann, Hans-Peter, ed. Vom Business Process Reengineering zum Change Management. Wiesbaden: Gabler Verlag, 1997. http://dx.doi.org/10.1007/978-3-322-99973-3.

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Process management excellence: The art of excelling in process management. Chico, CA: Paton Press LLC, 2006.

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Managing change with business process simulation. Upper Saddle River, NJ: Prentice Hall PTR, 1998.

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Book chapters on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Dal Pont, Jean-Pierre. "Change Management." In Process Engineering and Industrial Management, 437–63. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2013. http://dx.doi.org/10.1002/9781118562130.ch13.

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Jeston, John. "People Change Management." In Business Process Management, 475–503. 5th ed. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003170075-27.

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Blanchard, Robert E., and William O. Blackwood. "Change Management Process." In Manprint, 55–93. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-0437-8_3.

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Foster, Marie-Claude. "The change process." In Management Skills for Project Leaders, 155–74. Basel: Birkhäuser Basel, 2001. http://dx.doi.org/10.1007/978-3-0348-8260-6_8.

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Doppler, Klaus, and Christoph Lauterburg. "Process-Oriented Project Management." In Managing Corporate Change, 207–18. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-04526-8_15.

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Harrington, H. James. "Culture Change Management Process." In Innovative Change Management (ICM), 191–202. Boca Raton, FL : CRC Press, 2018. | Series: Management handbooks for results: Productivity Press, 2018. http://dx.doi.org/10.4324/9781351248556-15.

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Exeler, Steffen, and Sven Wilms. "Change Management with ARIS." In Business Process Change Management, 23–48. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24703-6_3.

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Nakano, Mikihisa. "Supply Chain Process Change." In Supply Chain Management, 189–214. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8479-0_9.

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Talsma, Kelly, and Trevor Naidoo. "Managing Change through Project Management and Process Management." In Business Process Change Management, 49–62. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24703-6_4.

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Dal Pont, Jean-Pierre, and Catherine Azzaro-Pantel. "Innovation and Change Management." In New Approaches to the Process Industries, 155–75. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118984536.ch6.

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Conference papers on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Sjogren, P., and B. Fagerstrom. "Structuring the engineering change management process around change carriers." In 2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2015. http://dx.doi.org/10.1109/ieem.2015.7385680.

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Wallace, G. "Process change management and control." In IEE Symposium on Systems Engineering in Business. IEE, 2000. http://dx.doi.org/10.1049/ic:20000365.

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Udofia, Emmanuel, and Buduka Stanley. "Change Management: A Game Changer for Effective Digital Transformation." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206331-ms.

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Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.
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Jurczuk, Arkadiusz. "TOWARDS PROCESS MATURITY – TRIGGERS OF CHANGE." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.77.

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Process-oriented development of an organization is supported by maturity models. They delineate a sequence of stages that together form a path from an initial to a desired maturity level. Maturity progress is determined by various success factors and initiated by different triggers. There is no common classification of these triggers. The purpose of this paper is to identify triggers in relation to maturity levels. To identify triggers a contextual model has been developed and literature review has been conducted. Results suggest that due to incomplete understanding of process-based approach some additional triggers may also affect success of its implementation.
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Rajabi, Bassam Atieh, and Sai Peck Lee. "Change Management in Business Process Modeling Survey." In 2009 International Conference on Information Management and Engineering. IEEE, 2009. http://dx.doi.org/10.1109/icime.2009.25.

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Kim, Dongsoo, Minsoo Kim, and Hoontae Kim. "Dynamic Business Process Management Based on Process Change Patterns." In 2007 International Conference on Convergence Information Technology (ICCIT 2007). IEEE, 2007. http://dx.doi.org/10.1109/iccit.2007.91.

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Kim, Dongsoo, Minsoo Kim, and Hoontae Kim. "Dynamic Business Process Management Based on Process Change Patterns." In 2007 International Conference on Convergence Information Technology (ICCIT 2007). IEEE, 2007. http://dx.doi.org/10.1109/iccit.2007.4420413.

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"UNDERSTANDING TYPE, PROCESS AND ELEMENTS OF CHANGE: A CONCEPTUAL REVIEW ON THE FRAMEWORK OF CHANGE MANAGEMENT." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/03.01.

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Milanov, Goran, and Angelina Njegus. "Requirements change management according to modified Scrum process." In 2012 20th Telecommunications Forum Telfor (TELFOR). IEEE, 2012. http://dx.doi.org/10.1109/telfor.2012.6419550.

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Mrajca, Michal, and Zdenek Brabec. "Probabilistic description of the NGOSS Change Management process." In 2011 2nd National Conference on Telecommunications (CONATEL). IEEE, 2011. http://dx.doi.org/10.1109/conatel.2011.5958671.

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Reports on the topic "CHANGE – CHANGE MANAGEMENT PROCESS"

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Runyon, Amber, Gregor Schuurman, Brian Miller, Amy Symstad, and Amanda Hardy. Climate change scenario planning for resource stewardship at Wind Cave National Park: Climate change scenario planning summary. National Park Service, July 2021. http://dx.doi.org/10.36967/nrr-2286672.

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This report explains scenario planning as a climate change adaptation tool in general, then describes how it was applied to Wind Cave National Park as the second part of a pilot project to dovetail climate change scenario planning with National Park Service (NPS) Resource Stewardship Strategy development. In the orientation phase, Park and regional NPS staff, other subject-matter experts, natural and cultural resource planners, and the climate change core team who led the scenario planning project identified priority resource management topics and associated climate sensitivities. Next, the climate change core team used this information to create a set of four divergent climate futures—summaries of relevant climate data from individual climate projections—to encompass the range of ways climate could change in coming decades in the park. Participants in the scenario planning workshop then developed climate futures into robust climate-resource scenarios that considered expert-elicited resource impacts and identified potential management responses. Finally, the scenario-based resource responses identified by park staff and subject matter experts were used to integrate climate-informed adaptations into resource stewardship goals and activities for the park's Resource Stewardship Strategy. This process of engaging resource managers in climate change scenario planning ensures that their management and planning decisions are informed by assessments of critical future climate uncertainties.
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Roske, Molly R., Linda A. Joyce, Linda M. Nagel, Lara K. Peterson, Courtney L. Peterson, and Megan Matonis. The Rio Grande National Forest Climate Change Plan Revision Workshop: Designing a science-management collaborative process to address 2012 planning rule climate change concerns at the forest plan scale. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2019. http://dx.doi.org/10.2737/rmrs-rn-84.

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Roske, Molly R., Linda A. Joyce, Linda M. Nagel, Lara K. Peterson, Courtney L. Peterson, and Megan Matonis. The Rio Grande National Forest Climate Change Plan Revision Workshop: Designing a science-management collaborative process to address 2012 planning rule climate change concerns at the forest plan scale. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2019. http://dx.doi.org/10.2737/rmrs-rn-84.

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Brandt, Leslie, Lydia Scott, Abigail Lewis, Lindsay Darling, and Robert Fahey. Lessons Learned from the Urban Forestry Climate Change Response Framework Project. United States Forest Service, February 2016. http://dx.doi.org/10.32747/2016.6964833.ch.

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Many urban foresters have recognized the need to incorporate climate change considerations into urban forest management, but often lack the specialized training or knowledge to explicitly address this in their planning and practices. This document describes a framework we developed and piloted in the Chicago region to assess the vulnerability of urban forests and incorporate that information into on-the-ground actions. We describe the three steps used to implement this project and the lessons learned from this process.
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Buesseler, Ken O., Di Jin, Melina Kourantidou, David S. Levin, Kilaparti Ramakrishna, and Philip Renaud. The ocean twilight zone’s role in climate change. Woods Hole Oceanographic Institution, February 2022. http://dx.doi.org/10.1575/1912/28074.

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The ocean twilight zone (more formally known as the mesopelagic zone) plays a fundamental role in global climate. It is the mid-ocean region roughly 100 to 1000 meters below the surface, encompassing a half-mile deep belt of water that spans more than two-thirds of our planet. The top of the ocean twilight zone only receives 1% of incident sunlight and the bottom level is void of sunlight. Life in the ocean twilight zone helps to transport billions of metric tons (gigatonnes) of carbon annually from the upper ocean into the deep sea, due in part to processes known as the biological carbon pump. Once carbon moves below roughly 1000 meters depth in the ocean, it can remain out of the atmosphere for centuries to millennia. Without the benefits of the biological carbon pump, the atmospheric CO 2 concentration would increase by approximately 200 ppm 1 which would significantly amplify the negative effects of climate change that the world is currently trying to curtail and reverse. Unfortunately, existing scientific knowledge about this vast zone of the ocean, such as how chemical elements flow through its living systems and the physical environment, is extremely limited, jeopardizing the efforts to improve climate predictions and to inform fisheries management and ocean policy development.
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O'Donnell, Kevin, and Anne Greene. A Risk Management Solution Designed to Facilitate Risk-Based Qualification, Validation, and Change Control Activities within GMP and Pharmaceutical Regulatory Compliance Environments in the EU—Part I. Institute of Validation Technology, July 2006. http://dx.doi.org/10.1080/21506590.wp7132006agko-rmsdfrbq.

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A risk management solution is described that is designed to facilitate risk-based qualification, validation, and change control activities within GMP and regulatory compliance environments in the EU. This solution is based upon a set of pre-defined, fundamental principles and design criteria, which were considered important. It offers a documented and ready-to-use ten-step process for determining and managing, on a risk basis, the scope and extent of qualification and validation, and the likely impact of changes.
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Timberlake, Thomas, Linda A. Joyce, Courtney Schultz, and Georgina Lampman. Design of a workshop process to support consideration of natural range of variation and climate change for land management planning under the 2012 planning rule. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2018. http://dx.doi.org/10.2737/rmrs-rn-82.

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Timberlake, Thomas, Linda A. Joyce, Courtney Schultz, and Georgina Lampman. Design of a workshop process to support consideration of natural range of variation and climate change for land management planning under the 2012 planning rule. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2018. http://dx.doi.org/10.2737/rmrs-rn-82.

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Jung, Jacob, Michael Guilfoyle, Austin Davis, Christina Saltus, Eric Britzke, and Richard Fischer. Threatened, endangered, and at-risk species for consideration into climate change models in the Northeast. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/42143.

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This special report provides a selection process for choosing priority species using the specific focus of high-elevation, forested habitats in the North Atlantic to demonstrate the process. This process includes criteria for choosing invasive species to incorporate into models, given the predicted spread of invasive plant species because of climate change. Discussed in this report are the US Army Corps of Engineers’ Threatened and Endangered Species Team portal, the US Fish and Wildlife Service’s Information for Planning and Consultation Portal, the nonprofit organization Partners in Flight’s watch list, the US Geological Survey’s Biodiversity Information Serving Our Nation model, and NatureServe’s interagency effort Landfire. The data linked this montane habitat with a species of conservation concern, Cartharus bicknelli and the endangered squirrel Glaucomys sabrinus as target species and with Elaeagnus umbellate, Robinia pseudoacacia, Rhamnus cathartica, and Acer planoides as invasive species. Incorporating these links into the climate change framework developed by Davis et al. (2018) will create predictive models for the impacts of climate change on TER-S, which will affect land management decisions in the region.
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O'Donnell, Kevin, and Anne Greene. A Risk Management Solution Designed to Facilitate Risk-Based Qualification, Validation, and Change Control Activities within GMP and Pharmaceutical Regulatory Compliance Environments in the EU—Part II. Institute of Validation Technology, July 2006. http://dx.doi.org/10.1080/21506590.wp7142006agko-rmsdii.

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highlight the need for patient-focused and value-adding qualification, validation, and change control programmes for manufacturing and regulating medicinal products in the EU, which are cost-effective and in-line with current regulatory requirements and guidance. To this end, a formal risk management solution was presented that seeks to demonstrate, in a practical way, how Regulators and Industry in the EU may achieve these goals. This solution represents a formal and rigorous approach to risk management, offering a scientific and practical means for determining and managing, on a risk basis, the scope and extent of qualification and validation, and the likely impact of changes. Based on a ten-step, systematic process, this approach offers a ready-to-use and documented risk management methodology for these activities. This tool is not intended for use in all situations, or to address all risk areas or concerns encountered in GMP and Regulatory Compliance environments. Rather, its use should be commensurate with the complexity and/or criticality of the issue to be addressed, and in many instances, and in-line with ICH Q9 principles, a more informal approach to risk management may be more useful, and indeed proportionate.
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