PROJ6003: PROJECT EXECUTION AND CONTROL

ASSESSMENT 1 PART B: CHANGE CONTROL

BY

NITIKA KARIR

00269685T
INTRODUCTION

Change control in a project management ensures that requested changes are analyzed and

approved to all the involved stakeholders before they are passed and implemented (Haughey,

2011). This will help to ensure that changes implemented does not disrupt daily operations of the

organization, and to make sure that changes are within the allocated budget. The Blue Spider

case study is an excellent illustration of ways in which a project manager inappropriately

balanced the work and staff, resulting in improper project performance. We notice Parks

Corporation requesting to be part of a government pact, and it indicates improper communication

from the beginning. Usually, projects can fail for several reasons such as inadequate resources

from the organization, poor assessment of deadlines and costs; however, the project is worsened

when task evaluation is inadequate before the commencement of the project as well as improper

communication between stakeholders when the project has started. Also, the management of

human resource can lead to problems in situations of industrial action or incapability to employ

qualified staff.

This report explains the changes required in The Blue Spider Project and analyses the impact of

the change on time, scope, cost, quality of the project as well as the processes which are involved

in submitting a request to deal with those changes.

IDENTIFICATION OF CHANGES REQUIRED, ANALYSE THE IMPACT AND

TECHNIQUE USED TO MANAGE

In any project whether small or big, three parameters decides the success or failure within the

project: Time, Scope and Cost.

The three parameters are closely related in such a way that, change in one affects others and the

quality of the project. The relationship is referred to as Triple Constraint and is represented as a

triangle with the edges representing the parameters (PMI, 2017).

Source:https://www.bing.com/search?q=triple%20constraints%20of%20project

%20management&pc=cosp&ptag=G6C999N1701ACC4A5BF80C&form=CONBNT&conlogo=CT3210127

Time: According to (Stiffler, 2009) if time is increased or decreased cost will increase or

decrease respectively. On the other hand, quality will decline if time is decreased and scope

remains constant. In this case study, poor time management led to poor scheduling of the project

which results in completely affect the quality of the project, as a result organization as it is forced

to fund budget overrun. This could have been avoided if effective time management technique

would be implemented.

Scope: Scope covers the deliverables of the project (what is covered by the project). If the

scope is increased or reduced, it will reduce or increase time and cost respectively (Stiffler, 2009)
. In this case study, scope has been changed after failure of first design material which results in

introduction of new material without informing the stakeholders push the production department

to work overtime results in increase the cost of the project. The required action to manage this

change is to either increase the budget or increase the time allocated to finish the project.

Cost: If cost increases or decreases, time will decrease or increase respectively. Quality declines

if cost is reduced. Firstly there was need to embrace a current design material than to introduce

new material (JXB-3) to avoid possible unexpected project costs. Secondly to introduce new

design material, they made the production staff to work overtime which further increase the cost

of the project and when this matter was addressed by project manager to Gable, he anxiously

ready to invest from histo save the project as it was his baby.

Changes that had impact on schedule: There was definitely weak scheduling of meetings, as it

was more like a waste of time and much time was wasted on planning for meetings that too

without any productive output rather than tracking and preventing project issues. For instance,

delays are evident in the project due to revisions done by engineering department by started

working on new material. Overall, it is required extra percentage of man-hours are needed to get

the project done within the agreed quality of deliverables.

Hence, communication technology should also be embraced in this project to reduce

communication challenges in the project that leads to information delays. Quality audits are

another technique that can be used to assist in change management in this project. This can be

applied in the design material specification area where designed challenges have been evident.

Quality audits will entail the investigations on whether the spare parts of the previously agreed
quality that is in line with the project deliverables and safety standards (Sabell, 2018).Another

useful technique here is the flowcharting. This ensures that every project team member and other

stakeholders of the project understand where the project is at and where it is expected to be.

PROCESSES REQUIRED IN SUBMITTING A REQUEST TO DEAL WITH THE

CHANGE

Normally, a change involves the process or activities that undertaken in order to make something

become different from how it used to be. It is about initiating a new process or activity that is

designed to improve or make better an organization or project in order to meet the needs of the

customer. In the Blue spider Project, change process involved the following;

The first step is proposing the changes. Changes can be proposed by anybody in the project team.

A thorough description and a reason(s) for the changes must be provided (Haughey, 2011). In

this case study,eeryone was making changes as per their convience, during the second meeting,

Gary get to know about the change of material, proposes another change.

Analyzing the changes and identifying a summary of the impact. After receiving change request,

the project manager analyzes the impact of changes to the organization. Which include cost,

risks, resources, and benefits (Haughey, 2011). In the case study, Production depaartment

analyzes the change and realized that there an overrun of cost. The changes are causing schedule

disruptions.

The third step is to make the decision. The senior manager either approves or declines the

requested changes. After receiving the changes, Gary was forced to present the changes to Lord

Industries, to discuss the changes and possible cost overrun.

Implementing the change, According to the case study, after an argumentative chat, Gary agreed

to implement the requested test matrix with Paul, However, this did not end well as Henry Gable

ended up restricting Gary by putting him in front line for customer and Gary end up focusing on

administrative work.

Closing the changes is the final step in the process. At this stage, the requester checks and

confirms whether the requested changes are implemented as requested. Upon agreement,

changes and entered into the Change log and the log is closed. (Haughey, 2011) According to the

case study, this process never happened as the project was already upside down, behind schedule,

cost, and scope before its completion.

IDENTIFY AND DISCUSS OPTIONS TO SATISFY EACH CHANGE REQUEST

First, changing the scope of communication between Gary and Gable is very crucial to enhance

understanding between the two and promote and encourage involvement towards success of the

project while at the same time mitigating the risks associated with this communication (Binder,

2016).

Secondly, embracing the existing techniques that has been in place and have gone through the

test of time is important as it avoids unexpected outcomes that may rocket the costs of the project

or even affect the ultimate deliverables.

Thirdly, a change in project design means that the quality of the project deliverables will change.

Rather than giving room for this, the original policy of requesting the outcome of first testing

material two to three weeks before material fabrication should be used. This can help mitigate

such risks of altering deliverables of the project.

Lastly yet important, reducing unnecessary meetings and do productive, communicative

meetings and those involved will give the project team an ample time to focus on the most

important aspects of the project such as supporting, tracking and inspecting it to ensure it

achieves the ultimate deliverables of the project. Proper planning and goof communication

including required documentation to Lord’s and ensuring project has float can help mitigate

unexpected outcomes that not only makes the project delay but also ruins the name of the

company.

CHANGE REQUEST/CONTROL FORM

The change request/control form below is divided into three sections:

The first section is for the requester ( Lord’s Industries) details. The second section is for the

Project manager (Gary Anderson), to give his comment and analysis of the requested changes.

And the third section is for the Change Control Board to indicate their final decision concerning

the requested changes.

Control Request Enhancement Defect

Requester Lord’s Industries
Change Description Lord Requested a change in the way Gary working by providing

every information on paper (copy of handouts) and before

implementing anything within the project.

Date Requested During the very first meeting.
Date Required Immediately.
Priority Low Medium High Mandatory
Reason for Change Lord was not satisfied with the way the project test was being

conducted. He said the results were “way off base” and claimed

that Parks Corporation were unprofessional in their attitude.

Requester Assumptions Lord assumed that Gary(project manager) is not able to

maintain balance between technical and administrative work.

Additional Comments Lord claimed that the information project office is geeting is

filtered which is not good at all for project

Attachments Yes No
Approval Signature LORD INDUSTRIES Date

Project Manager Section

Hours Impact -
Duration Impact The requested change should take place immediately.
Schedule Impact Affect project completion time due to change in scope and

introduction of new design material.

Cost Impact The additional tests and production increase the cost of the project.
Comments The changes are disrupting schedules of team members.
Recommendations Requested changes should be agreed upon by all the stakeholders.
Approval Signature Gary Andernson Date

Change Control Board Section

Decision Approved Approved with Rejected More Info

Conditions
Decision Date -
Decision Explanation Parks Corporation will implement the requested changes and cover

any additional cost.

Conditions Gary is not allowed to attend meetings.. He has to be accompanied

by Paul Evans.
Approval Signature Henry Gable Date

REFERENCES

 Haughey, D. (2011, October). What is Change Control? Retrieved March 2020, from

https://www.projectsmart.co.uk/what-is-change-control.php

 PMI. (2017). Project Management Body of Knowledge. Project Management Institute.

 Stiffler, D. (2009, June). Triple Constraints Model. Retrieved March 2020, from

https://www.globalknowledge.com/us-en/resources/resource-library/articles/triple-

constraints-model/

 Sabell, M. (2018, September). Building and Construction Trends 2018 " College for

Adult Learning. Retrieved March 2020, from

https://collegeforadultlearning.edu.au/quality-audits-project-management-101/
 Binder, J. (2016, April 22). Global Project Management: Communication, Collaboration

and Management Across Borders. Retrieved March 2020, from

https://www.taylorfrancis.com/books/9781315584997