Change Control Process

This document discusses the change control process and its impact on project scope, time, cost, and quality. It provides strategies for submitting change requests and techniques to manage changes effectively. The document also identifies and analyzes specific changes required in the case study and discusses options to satisfy each change request along with associated risks. References are provided for further reading.

Running head: CHANGE CONTROL PROCESS
CHANGE CONTROL PROCESS
Name of the Student
Name of the University
Authors Note

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CHANGE CONTROL PROCESS
Part B: Change Control:
Identification of processes that are involved in submitting a request to deal with the
changes necessary from your understanding of the case study:
In order to effectively manage change request in the project, it is required to follow proper
strategies as this effect project execution for incorporating changes in the project (Hornstein,
2015). After analysing the case study it is identified that the project plan requires some
changes and for submitting the change request following process needs to be followed
(Nicholas & Steyn, 2017):
 Instructing stakeholders to submit required changes along with reason for requesting
changes
 Analysing impact of the changes on the project constraints such as project scope, cost
and quality
 Identifying importance of each of the changes requested by the stakeholders for
incorporating into the project and prioritizing those changes according to the project
plan
 Preparing detailed change control report through the change request template and
submitting to the higher authority through change request form for approval
 Once this change request document is approved only then those changes will be
considered into the project for ensuring stakeholder satisfaction in the project

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Identification and analysis of changes required and the impacts on scope, time, cost and
quality of the project and the techniques used to manage them:
Changes
required
Impact on the project scope, time,
cost and quality
Techniques to manage
them
Meeting with
vendors after
every purchase
It delays project time because meeting
is arranged even if it is an off-the-
shelf item which is not required after
purchase order meeting is executed
for purchasing a particular meeting
(Kerzner, 2017). Hence arranging
meeting for same type of materials is
not required and it only delays the
project
this strategy should not be
incorporated into the
project plan
Lewis requests to
provide additional
special reports
that requires to be
collected from the
purchasing
department which
requires to be
given into without
comment
It requires the purchasing agents and
his assistants to devote most of their
time to prepare the special reports
which means that they are not able to
review and track project progress and
finding issues in the project execution
through extensive analysis which
affects project quality for lack of
control on the project issues and this
should be prioritized (Nehme &
Srivastava, 2016) rather than
preparing the project special reports as
Separate teams will be
constructed to manage
preparation of special
reports and tracking
project execution for
identification of project
issues and improve
project execution. Both of
these teams will be
managed by the PPA with
effective communication
between these two for

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CHANGE CONTROL PROCESS
it has less significance for ensuring
quality in the project execution
enhancing these process.
Although this might
require additional
resources in terms of
purchasing assistants
Spare part
recommendation
needs to be
provided after
materials are
provided for
fabrication
If changes are required after the spare
parts lists are received, then it is
required to prepare a new spare part
lists thus delaying project execution
along with requirement for additional
project budget. This also compromises
project quality for lack of control over
the accuracy of the spare parts
required for the project (Heagney,
2016)
Representatives from the
Lewis project should be
consulted regarding this
issue for incorporating
this change and how it
affects the overall
projects in terms of
quality, cost and
resources and the Frank
construction company
should provide them the
benefits that they have
achieved so far with their
strategy for
recommending spare part
list before product
shipment. For these
effective communication
is required which is
required between the

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senior management of the
Lewis and the Frank
construction company
Conversation
needs to be done
between the
Lewis team
members and the
functional persons
from the Frank
construction
company
Too much involvement of the team
members from the Lewis company
into the conversation while project
office has less knowledge about the
conversation between the Frank and
the Lewis. This might make the
project out of scope due to lack of
communication with the project
authority (Alexandrova, Kuzmanova
& Atanassov, 2017)
Communication with the
stakeholders are
necessary for project
success and incorporating
their requirements into
the project execution.
However, communication
with the senior
management is important
as well for making them
aware of the project
activities and implement
policies and change
request into the project.
Hence any
communication with the
Lewis representatives
should be communicated
with the senior
managements through
official emails
Requirement of Ron Katz is not as experienced as Bill Provide details regarding

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CHANGE CONTROL PROCESS
new project
purchasing agent
Hall as PPA and he has only executed
a small project and this project is
significantly complex compared to
that which might affect purchasing
aspect of the project and this has a
significant impact on the success of
the project (Turner, 2017)
purchasing departments
to make him familiar with
the strategies of the
purchase department

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CHANGE CONTROL PROCESS
Identification and discussion of options to satisfy each change request and any risks
associated to the options:
Changes required Options to satisfy Risk associated with the
strategy
Lewis requests to provide
additional special reports that
requires to be collected from
the purchasing department
which requires to be given
into without comment
Purchasing department
should prioritize
preparation of special report
and for that they needs to
instruct employee of this
department to collect
requirements for providing
detailed analysis regarding
activities related to the
project purchasing
Less attention to project
execution due to preference
to special reports (Heagney,
2016)
Spare part recommendation
needs to be provided after
materials are provided for
fabrication
Prepare list of
recommended spare parts
for the project with detailed
estimation for the spare
parts required for the
project after material
fabrication
Accuracy of spare parts is
affected which affects
project quality too and this
might increase project
budget too for replacement
of spare parts (Heagney,
2016)
Conversation needs to be done
between the Lewis team
members and the functional
persons from the Frank
Lewis team members will
get preference in the
communication process like
internal project team
Project senior management
might not get details about
important project details
and this might make the

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CHANGE CONTROL PROCESS
construction company members of the Frank
construction company
project plan less consistent
with project scope and
objectives (Tonchia, 2018)
Requirement of new project
purchasing agent
Employees needs to make
them familiarize with the
changes in the management
style that the new PPA will
incorporate in the purchase
department
New management style
might not be consistent
with organizational culture
which might affect project
execution as well (Lindhard
& Larsen, 2016)

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Reference:
Alexandrova, M. A. T. I. L. D. A., Kuzmanova, M. A. R. I. A. N. A., & Atanassov, A. T. A.
N. A. S. (2017). Change Management Through Projects: Issues and Perspectives.
In Proceedings of ETAP 2017 Conference “Economic Theory and Practice (pp. 12-
21).
Davis, K. (2017). An empirical investigation into different stakeholder groups perception of
project success. International Journal of Project Management, 35(4), 604-617.
Güngör, D. Ö., & Gözlü, S. (2017). Investigating the relationship between activities of
project management offices and project stakeholder satisfaction. International
Journal of Information Technology Project Management (IJITPM), 8(2), 34-49.
Heagney, J. (2016). Fundamentals of project management. Amacom.
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.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Nehme, J. J., & Srivastava, S. C. (2016, January). Shaping of Innovative is Projects through
Change Requests: Scoping Factors and Project Outcomes. In 2016 49th Hawaii
International Conference on System Sciences (HICSS) (pp. 4952-4960). IEEE.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market
and organizational change. John Wiley & Sons.