In a constantly changing world, as well as the worldwide market and new technology, it is important for companies to be able to change in order to succeed by the plan of change management. Successful companies can adapt to a dynamic and innovative to any new challenges. Types of changes may be innovative and strategic, physical and behavioral. Successful change must be created; not come about easily. The management requires a structured approach to planning the change of behavior or human resource employees. These aspects of the changes consist of an innovative or a strategic change that are useful for the development of quality human resources.
A global phenomenon in the various dimensions of life can not be avoided. There must be its effect on corporate organization. Change management becomes very important to implement. However, in reality, the process of change that occurred was not always get a positive response. There is always who love and who does not like change. Some of reasons why they are being cons of change are fear of: reduced / loss of power, loss of skills, job failure, the inability to deal with new problems, and lost jobs.
Managers need to understand why the organization must be ready to change: whether that is innovative and strategic objectives. Innovative changes are continuous improvement within the framework of existing resources. Strategic change is a change to do something new. Each such change must be using a different approach. This approach could routine changes, emergency changes, changes in quality of products and services, and radical change. In this case managers should proactively explain to employees about the strategic changes that will be run by the organization. That is, among others, to minimize the possibility of resistance to the employees.
Most managers can plan and practice the physical changes to succeed. But in a behavior change, many managers have difficulty. For that managers need to understand the factors that influence those changes. To implement change successfully, managers must be able to create good conditions for motivating and involving employees. This is a reflection of how far the quality of leadership proved to be a real manager. In addition, managers can maximize the opportunity to succeed in the process of change through a careful evaluation of the planning that managers make. Using change management software also help managers to systematize change management.

Corporate planning had its genesis in India sometimes in the sixties when a number of subsidiaries of multinational companies introduced the process in compliance with their parent companies’ directives. Since then quite a few companies have introduced formal planning for a variety of reasons. Some introduced it because their top managements felt that it would help them long term objectives; some introduced it because of a fad, not wanting to be behind by others, and some others because were directed to do so. Many public sector enterprises adopted corporate planning because they were to do so by the Bureau of public Enterprises, the governmental body that regulates all public enterprises. Despite the facts that are now quite a few firms which have introduced corporate planning, such firms still constitute a small minority.

            On the academic side, research in India on strategic planning has not taken off. There are very few studies on corporate planning practices in India firms. Of late some leading Indian management education institutions have begun to offer short duration executives development programmes on corporate planning. A quick examination of the teaching materials used in these programmes clearly shows a predominance of materials originally developed in the United States. This is not surprising because strategic planning at the enterprise level had its genesis there. Strategic planning or corporate planning is a management process which enable a firm’s management to explore the future impact of change and make current decisions to move towards the envisioned future. The Western economies, characterized by a rapid rate of change and fierce competition became an ideal home for the development of the concept of corporate planning. The Indian economy till recently provided protection to firms from change through a plethora of regulations which did not provide an impetus for the development of a planning orientation. However, this scenario is changing rapidly as a result of increasing liberalization effected by the Government in its policies towards industry. A number of industries are now characterized by a high degree of competition, e.g., textile, television, passenger car, two-wheeler, commercial vehicles, cable, paint etc. It is therefore very likely that strategic planning will be adopted by many firms in the near future.

Finding a better way to get work done is not about technology, it’s all about people.  
Regardless of the project management software you use, technology tends to treat people more like raw materials managers can push around a time-line like pawns on a chess board.  Don’t get me wrong, I’m a firm believer in project software—I’m just suggesting that it’s the people making up project teams that are actually responsible for getting work done.  Project management software doesn’t write any code, manufacture any product, or create anything new—people do.

For example, if your definition of resource management or capacity planning stops at dropping names or job roles on the time-line of an interactive Gantt chart, maybe you should take a step back and reconsider.  The “manager” in project manager implies something more than managing process.  I believe there is a mandate to manage the people who are involved in that process.