MGMT 690 Week 2 Forum 1 Replies: People and Change Example

Course	MGMT 690 Capstone, Project Management (MGMT690)
Module/Week	2
Assignment	DB Forum 1 Replies
Paper type	Two discussion replies
Length	about 411 words (thread and replies). Course guide: per the course guide, replies to at least two group members of 200-250 words each, each with at least one peer-reviewed source or one biblical integration
Format	APA 7 citations and reference list
Points	35
School	Liberty University Online
Program	MS in Project Management
Where it sits	Module/Week 2 in Liberty's published MGMT 690 course guide; current sections can differ
Updated	October 2026

Free sample paper for MGMT 690 Week 2

Discussion Board Forum 1: Replies to Group Members

MGMT 690 Capstone, Project Management, Discussion Board Forum 1: Replies (two)

Thread by [Student Name]

The two group members and their threads are composites standing in for the forum's own posts; the peer-reviewed studies, Jarocki's book and Scripture are real; the requirements follow Liberty's public course guide for MGMT 690.

Reply to Felicia

Why this part earns its pointsThe reply extends a success story with research and then tests whether the success reached everyone.

Felicia, your account of the self-scheduling system on your surgical units was a welcome contrast to the failures most of us described. Because staff nurses helped write the scheduling rules, the units adopted the system within a month, and requests for schedule changes fell by half.

Research supports your experience. Lines (2004), studying a major strategic change in a national telecommunications company, found that employees' participation in the change was strongly related to goal achievement and organizational commitment and negatively related to resistance. Your nurses did not just accept the system; they helped shape it, which gave them a stake in its success. Jarocki (2011) argues for unifying project and change work into one method, and your design sessions were a practical version of that idea.

I wonder whether everyone participated equally. You mentioned that the design meetings were held at 2 p.m., when day-shift nurses could attend between cases. Night-shift nurses, who often have the least flexible schedules, may have had less voice in rules that affect them most. A short survey on each night shift, or one design session held at 2 a.m., would show whether the rules work for them as well. Did your units hear from the night shift before the rules were finalized?

Reply to Gregory

Why this part earns its pointsThis reply reframes the classmate's merger as an unfinished change project and supports the point with research and Scripture.

Gregory, your thread on your church's merger with a smaller congregation two miles away was honest about the gap between the legal merger and the life of the church. The boards voted, the buildings combined and the budgets merged, yet eighteen months later the 9 a.m. service is still the old congregation and the 11 a.m. service is the new one.

Hornstein (2015) argues that projects which change how people work and relate cannot succeed through project management alone; organizational change management must be integrated from the start. Your merger plan seems to have treated the merger as a legal and financial project, which it completed, while the change in people's habits and loyalties was left to happen on its own.

Paul told the Ephesians to work hard at keeping the oneness the Spirit gives, bound together by peace (English Standard Version Bible, 2001/2016, Ephesians 4:3), which suggests that unity takes deliberate effort rather than arriving with a vote. A joint small group program, or one combined service a month, might begin that work, and asking members of both congregations to plan it together would make the effort theirs rather than the boards'. What did the merger plan say about worship and fellowship?

References

English Standard Version Bible. (2016). Crossway. (Original work published 2001)

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298. https://doi.org/10.1016/j.ijproman.2014.08.005

Jarocki, T. L. (2011). The next evolution: Enhancing and unifying project and change management. Brown & Williams Publishing.

Lines, R. (2004). Influence of participation in strategic change: Resistance, organizational commitment and change goal achievement. Journal of Change Management, 4(3), 193-215. https://doi.org/10.1080/1469701042000221696

What the MGMT 690 Week 2 instructions ask

Module/Week 2 of MGMT 690 is one of the course's busiest, with the 35-point Forum 1 replies, the 140-point Red Zuma Case Project Parts 1 and 2 built in Microsoft Project and Word, and the ungraded selection of an industry for the capstone research paper, read with chapters 3 to 5 of Jarocki and chapter 3 of the custom text. The replies go to at least two members of the student's assigned group. Each must stay between 200 and 250 words and draw on a refereed study or on Scripture, and agreement alone will not satisfy a guide that asks for interaction with real substance and critical edge. Because the capstone draws together the whole program, strong replies bring in ideas from earlier courses as well as from this week's reading on unifying project and change management.

How this MGMT 690 Week 2 example is built

Each reply restates the group member's case in a sentence, adds one source the member did not use and closes with a question. The first answers Felicia, whose surgical nurses helped design the new self-scheduling rules and adopted the system within a month; it uses Lines's study of a telecommunications company's strategic change, which found participation strongly related to goal achievement and commitment and negatively related to resistance, and asks whether night-shift nurses had the same voice. The second answers Gregory, whose church merged with a smaller congregation two miles away but still runs two separate Sunday cultures; it uses Hornstein's argument that projects affecting people need change management built in, and Ephesians 4 on maintaining the unity of the Spirit, and asks what the merger plan said about worship.

MGMT 690 Week 2 grading rubric: where the points go

Grading of these replies turns on how closely each one works with a group member's thread and on the guide's limits: two or more replies of 200 to 250 words, each resting on a refereed article or a biblical passage. Because the forum is a group forum, graders look for interaction that builds the group's understanding, such as extending a member's success story with research or gently testing a member's explanation. Replies that stay within the word ceiling while making a specific point show discipline. Accurate use of a study, including what it measured, and a biblical integration that speaks to the member's situation add depth. A question that invites the member to respond keeps the group discussion going, and APA citations complete each reply.

MGMT 690 Week 2 help: mistakes that cost points

The 250-word ceiling is tight, so plan each reply as a restatement, one point with its source and a question. Avoid using the first sentence to praise the thread; one clause of acknowledgment is enough. Choose a different source for each reply, matched to what the member described: research on participation suits a success story, and research on integrating change into projects suits a stalled merger. Keep the member's details, the hospital unit or the congregations, at the center. If you disagree with a member's explanation, say so with evidence and courtesy. With the Red Zuma parts due the same week, write the replies early, then return to Microsoft Project for the case.

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MGMT 690 Week 2 questions, answered

What is due in MGMT 690 Module/Week 2?

The 35-point Forum 1 replies, the 140-point Red Zuma Case Project Parts 1 and 2 in Microsoft Project and Word, and the ungraded industry selection for the capstone research paper.

Where can I find a free MGMT 690 Week 2 sample paper?

This MGMT 690 Week 2 sample reproduces two Forum 1 replies to group members, one about a nurse self-scheduling system and one about a church merger.

How long are MGMT 690 forum replies?

Between 200 and 250 words each, to at least two group members, each with at least one peer-reviewed source or a biblical integration.

Does participation reduce resistance to change?

A study of strategic change in a telecommunications firm found participation strongly related to goal achievement and organizational commitment and negatively related to resistance.

What is the Red Zuma Case Project in MGMT 690?

A four-part case from the course's custom Create text, completed in Microsoft Project and Word, that brings together planning, evaluation, reporting and analysis skills from across the program.

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MGMT 690 Week 2 DB Forum 1 Replies Example