Change Control in Project Management: Case Study Analysis

Running Head: ASSESSMENT 1: CHANGE MANAGEMENT 1
Project Execution and Control 6003
Julia Pasik-Maciejewska
student number: 00177401T
Assessment 1 part B
15/07/2018

ASSESSMENT 1: CHANGE MANAGEMENT 2
Part B: Change Control
The given case describes the dilemma that Corwin Corporation faces in a given
scenario. The philosophy of the company was to focus more on the existing product lines and
invest little into the new product lines. Corwin Corporation entered into a contract for
specialty-product assignment after a long discussion between employees of both the
companies. Gene Frimel, the vice-president of the company entered into a contract with
Frank Delia of the Peters Company. However, since majority of the employees were on
extended vacation, the task was assigned to Dan West, one of the R&D scientists of the
organization. He was assigned with the responsibility of project leader in this project.
Project Management at Corwin Corporation
Project management at Corwin Corporation takes conservative approach. On of
product requests. The approach is risk averse that involve stringent management policies in
the evaluation of new orders. The team is focused on finding new markets for its existing
products rather than inventing new ones. The company’s policies have seen it be unable to
bid for more than 90% of the speciality product enquiries. The approach is not sustainable in
the long-term as the company could loose its edge should an aggressive competitor enter the
market (Turner, 2014).
1. Identify what processes are involved in submitting a request to deal with the
changes necessary from your understanding of the case study.
In all projects the need for a change is inevitable. It is vital for the project managers to
have standards of operating procedures that will be essential in providing the guidance for the
project. Proper communication is essential for the effectiveness of the project. It should be
clear from the beginning the extent and scope of the project (Meredith & Mantel, 2011). The

ASSESSMENT 1: CHANGE MANAGEMENT 3
project managers should also clearly establish the needs and the expectations of the clients.
This will help in avoiding hiccups and challenges when the project begins.
It’s so clear Corwin Corporation did not take Peters Company project on the right
foot. The project were taken up in rush without all the key details and standard operating
procedure being established. The influence of Peters Company on the project was not
outlined which allowed Ray to manipulate the project without the approval of the project
manager.
When dealing with changes it is evident that both parties ought to agree before the
project begins on the limits and cost of changes. Projects managers should endeavor to
include the cost of changes in the total cost the project (Wysocki, 2014). It also essential that
the client and the project managers agree on the scope of time in which the changes can be
effected. The client should be given a timeline in which they can effect the changes they need
beyond which an extra cost would be incurred. This strategy would help in limiting projects
from dragging beyond the expected completion dates.
2. Impacts on scope, time, cost and quality of the project and the techniques
used to manage them.
For the project to succeed Corwin Company needs to renegotiate the cost of the
project. This would involve recalculation of all the costs in the project that have gone beyond
their stimulated costs. They would be forced to change from a fixed price schedule to flexible
allowing themselves enough margins. The project was supposed to run for six months yet by
the third month had gone beyond the original budget (Turner, 2014). It is evident that the rise
of the expenditure and the depletion of the allocated resource can be attributed to Ray’s
underhand in enforcing tests without the approval of the project manager. Further the