Please answer the I & II discussion separately. Not a very long answer please.

I - As the article "Change Management and Configuration Management" alluded to I am not that familiar with configuration management, but have heard of change management multiple times. Change management is specifically important on longer projects with multiple risks. Configuration Management is also important for high risks projects and those which may have a complicated product//deliverable. However, it is possible for projects to have both, but I am interested in learning when this is appropriate, and how implementation would look. If the project is completely technological one may lean towards configuration management but having a change management process in place could also be beneficial. I believe it is up to the project manager to make this decision.

II- I agree with the article's general concepts and presentation of change and configuration management being complementary to each other. The differences are clear in the configuration management related to those configurable items (e.g., product, service, components) and change management to the process (e.g., baseline changes, budget changes).

However, the article did not address change management in terms of the adoption of new management approaches, techniques, and tools within an organization's culture whether within the service provider or customer organization. For example, when a project manager/team is supporting a customer that is responsible for deploying mission-critical capabilities (e.g., surveillance cameras on the border, tactical radio communications) which requires mature project management discipline, how can change management processes be applied to change the customer's culture for better adoption of more project management vigor?

Without such discipline, the deployment of these capabilities could be significantly impacted in scope, schedule, and cost. What if the project manager/team has identified a new requirements management tool that could make the customer's requirements management activities more efficient and with advanced traceability features but the customer doesn't want to learn how to use the new tool? The customer wants to keep using the same old manual process that adds 10-12 months to the project. How would the change management effect change to the customers and their stakeholders?

Given the rapid change in business and just-in-time delivery, I think some time spent on change management and its effect on organizational change would have improved the value of this article. In (Clayton, 2021) reveals thattraditional change management often characterized by heavy processes, lengthy timelines, and clunky rollouts won't cut it right now. As organizations fundamentally rethink their product and service portfolios, reinvent their supply chains, pursue large-scale organizational restructuring, determine on the fly how to operate in a virtual world, and rebuild to correct systemic racism from the ground up, the type of change management required at this moment is quick, agile, and (in many cases) virtual".