Ali was in the process of closing out a two-year project in UMP electric car design and manufacturing, a United States-based company. His final project status report was accepted by his customer. He presented the final project metrics to the domestic and international upper management of his company. He received a favorable final project evaluation report from his customer's project manager. Everything regarding the project's closure was going smoothly. Then, he was called to an emergency fire-fighting mission to South Korea. The only thing that was left open from Ali's project's closure was the lessons learned meetings with his team members, with his domestic and international upper management, with his customer's project manager, and with his subcontractors. When Ali returned to the United States, he compiled a list of lessons learned items from his two-year project. He tried to get a meeting going with his old team members, but everyone was assigned to other project teams and it was difficult to come up with a common meeting time. Also, interest in such project closure meetings faded away fast. Everyone involved had different pressing priorities. Two of his team members were assigned to a project in Japan. Finally, Ali was able to gather eight out often team members to a luncheon meeting. He later did the same presentation to two engineers residing in Japan via video conferencing. He gave a similar lessons learned presentation to his team members in Germany via video conferencing.

Then Ali called a lessons learned meeting for his upper management team to which only half of the upper managers attended. He also called his customer's project manager and his major subcontractors to discuss pertinent portions of his lessons learned list. The lessons learned cost issue was due to the price increase in special high-strength steel purchases. During the course of the project, the price of special high-strength steel increased substantially due to increasing worldwide demand. Their purchasing department bought the steel in three segments from three different customer-approved sources due to its tight cash flow. This strategy worked against them as the price of steel skyrocketed. They should have bought all of the required steel at the beginning of the project or we should have bargained with one steel supplier to deliver the required amount in three installments at the same initial price. As project managers, they have to finalize lessons learned meetings at all costs even if the interest in the completed project is quickly fading away. In large part, individuals react to change based on its impact to them personally. Perceived favorable impacts generally lead to support for the change and perceived unfavorable impacts may lead to change resistance. Another factor is an individual's preference for change in general. Diffusion models show that innovators prefer change for the sake of change itself; other individuals dislike any change until the very end, if then, and the majority of individuals fall somewhere between these two extremes.

Analyze FIVE (5) change management practices required to address stakeholder expectations for a two-year project in UMP electric car design and manufacturing which help to get improved performance results.

note : answer should be 5 point with five sentences of explanation. explanation cant be too short. must relate with case study