Change Control: Robert L. Frank Construction Company

The change control is the systematic approach for management of all types of changes that are made to the project or product. The following report outlines a brief discussion on change control for Robert L. Frank Construction Company. Proper analysis of changes and option identification is done in the report.

Running head: CHANGE CONTROL
Change Control: Robert L. Frank Construction Company
Name of the Student
Name of the University
Author’s Note:

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
1. Identification of Processes Involved in a Request for Necessary Changes.......................2
2. Identification and Analysis of Changes Required and Impacts on Scope, Time, Cost and
Quality....................................................................................................................................3
3. Identification of Options for Satisfying Change Request with Probable Risks.................4
4. Control Form......................................................................................................................4
Conclusion..................................................................................................................................5
References..................................................................................................................................6

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Introduction
The change control is the systematic approach for management of all types of changes
that are made to the project or product (Kerzner & Kerzner, 2017). The most significant
purpose of the project is ensuring that there is no unnecessary change and every change is
being documented and the services are not unnecessarily disrupted. It also ensures that every
resource of the project is utilized efficiently. Change control is the main component of
change management. It is being conducted as the sequence of steps that start from change
request submission (Leach, 2014). The following report outlines a brief discussion on change
control for Robert L. Frank Construction Company. Proper analysis of changes and option
identification is done in the report.
Discussion
1. Identification of Processes Involved in a Request for Necessary Changes
The Lewis project is the largest project of Robert L. Frank Construction Company and
it valued about 90 million dollars. Ron Katz is the purchasing agent of this organization and
he is responsible for pouring over the latest earned value measurement reports. There was a
major aspect of requirement for participation in the proposal by Frank’s operating divisions.
The previous Frank contracts were well suited to the Petroleum and Chemical Division of
Frank or Iron and Steel Division. For the unusual chemical process, the first started with coal
and ended with liquid energy form. The project information was untimely and vague and
hence change was required.
The six processes involved in the Lewis project request are as follows:
i) Documentation of Change Request: The first process of Lewis project request was
to document the change request in Lewis project (Burke, 2013).

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ii) Formal Assessment: The next process was formal assessment, where the
justification for change, risks and benefits were evaluated.
iii) Planning: In the next process of Lewis project, the change plan was being created
for the design and implementation.
iv) Designing and Testing: The fourth process was designing and testing, where the
team designed software changes and then tested them (Marchewka, 2014).
v) Implementation: Finally, the changes of the programs were implemented properly.
vi) Final Assessment: This was the last process of Lewis project, where change
request was assessed properly.
2. Identification and Analysis of Changes Required and Impacts on Scope, Time, Cost
and Quality
There are several changes required in the Lewis project of Robert L. Frank
Construction Company. The major changes identified in this particular project are as follows:
i) The first and the foremost change within the Lewis project was the estimated
project costs (Fleming & Koppelman, 2016). The project costs for the project was much
higher than expected and hence it was required to be reduced to a certain extent.
ii) The next change in this project was change in man hour expenditure. The man hour
expenditure was outrunning the project progress and more than 17% man hours was utilized
more than the expected project progress.
iii) The third necessary change was for the spare parts, which could affect in the
design of the pump used in the project.
The above mentioned three changes have major impacts on the scope, time, cost and
quality (Walker, 2015). The budget of the project could exceed drastically and hence the

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project could surpass the overall costs. Moreover, due to these changes, the project could
even not be submitted within the deadline and the client might be unhappy. Regarding the
quality, due to the lowering of man hour expenditure, this project quality would be degraded.
Furthermore, for the continuous changes, the project scope would also be affected to a high
level.
3. Identification of Options for Satisfying Change Request with Probable Risks
The options available for satisfying the changes within the project are as follows:
i) For the lowering the project costs, delays should be avoided and it should be
checked that there is no resource shortage (Heagney, 2016). The probable risk to this option
is that for avoiding the resource shortage, it should be checked that resource is not exceeded.
ii) For the change in man hour expenditure, the option is to equate the project progress
with the man hour. The only risk with this option is that all the staffs might not work
effectively each day.
iii) For the spare parts, the option is to change the pump design. The main risk is to
get a defective pump design (Nicholas & Steyn, 2017).
4. Control Form
Change Control Form of Lewis Project
Date of Request: November 2003
Change Request Initiator: Top ranking Lewis Representative
Reason for Changes: For the lack of float in the project schedule as well as early field
start date, the Lewis project was started earlier before arrangement of all types of
resources. The vendor materials were delayed for the project, the organizations with Frank
purchase orders eventually went bankrupt and the project progress was not to the

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satisfaction of Lewis. Moreover, the man hour expenditures were out running the entire
progress of the project.
Resulting Changes: The revised estimated changes was more than 40% of the proposal.
The purchasing was done by purchase order breakdown and the buying section was broken
down by estimating the man hours. However, the changes were backfired and the issues
were worsened.
Project Manager Approval (name and date): Larry Broyles, the Frank project manager
at the end of the first three months period
Table 1: Change Control Form of Lewis Project in Robert L. Frank Construction
Company
Conclusion
Therefore, from the above discussion, it can be concluded that change control helps to
ensure that the changes to the project or product are introduced within a controlled as well as
coordinated manner. This change control helps in the reduction of the significant possibility
that all thee unnecessary changes would be introduced to any system without any type of
complexity. The main goals of this change control process is minimal service disruption,
back out activity reduction and cost effective resource use within the implementing changes.
The above report has clearly outlined the change control of Robert L. Frank Construction
Company. Proper processes are identified and every change is identified and analysed in this
report. Moreover, several options are identified for change request and risks are also
identified.

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References
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Leach, L. P. (2014). Critical chain project management. Artech House.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.
Walker, A. (2015). Project management in construction. John Wiley & Sons.