Comprehensive Analysis of Project Management Changes: Blue Spider

This report provides a comprehensive analysis of the required changes within the Blue Spider Project, focusing on key areas such as cost saving, effective communication, and decision-making. It critiques the current management practices and proposes specific changes, including the implementation of transformative leadership and improved group dynamics to facilitate better communication and employee participation. The report also outlines a structured change submission process and includes a sample change request form. The analysis emphasizes the importance of adapting project management strategies to ensure project success, highlighting the impact of these changes on the project's budget, quality, and timeline. Furthermore, the report discusses the need for effective communication and decision-making, and how to satisfy the need to increase saving within the project.

Project Management Changes 1
Student’s Name
Institutional Affiliation
Professor
Date

Project Management Changes 2
Introduction
Projects objective are the most critical factors that shape its overall structure and management
behaviour. The overall goals of the project define its functions and the general purpose.
Therefore, both the primary and secondary organizations systems are described (De Bakker
2013). In describing the need for change in the project, the overall change in objects and other
functions within the project has a significant and clear impact on the required strategy and plan
to implement the change. Project change management is regarded as a controlled integration of
the changes made into the various stages within the project. The changes in the project are
evaluated concerning cost, impact on the scope, time and quality of the project (Gładysz,
Skorupka, Kuchta, and Duchaczek, 2015). The overall impact caused by the introduced change is
evaluated. In the Blue spider Project, several changes needed to be added to the project to enable
it to meet its objectives.
Management changes
They are increasing the cost of saving within the project. The Blue Spider project majorly
depends on profits realized from other projects as sources of finance which may derail the
overall success of the project in case of low benefits realized. Saving the overall cost of the
project is among the significant functions of the project managers because of the number of
efforts put in by the allied professionals that are involved in planning, initiating and carrying the
overall project development process and managing its competencies. When Gary Anderson took
charge of the project as the project manager, he should have had a well defined and tailored
management approach that highly relies on the project team to expound the various sources of
project financing as well as ensuring that cost saving is encouraged within the project. In this
case, the team would have explored different approaches of managing various processes in the

Project Management Changes 3
project to ensure that they are only carried once without repeat hence saving on the amount used.
During employee recruitment, a well laid down structure would have helped in ensuring that the
processes are conducted in an optimum manner with no discrepancies witnessed.
Effective communication creates the best connection between the team members and project
management, which is essential for the overall project progression. It also plays the role of an
interaction platform amongst the project stakeholders. Communication is among the most vital
aspects of project management, and it enables open conversations that help in attaining
consensus in case of conflicting ideas within the project. Its impact can also be felt through the
connection it creates among the team members. Whenever a member of the team obtains
information, he should feel the need to relay it to the concerned person (De Araújo, Alencar, and
de Miranda Mota, 2017). In the Blue Spider Project, communication approach needs to be
changed since Gary Anderson’s tenure as the project manager failed due to ineffective
communication and rampant communication gaps within the project. Effective communication is
essential in improving the overall quality of the product and ensure that all activities within the
projects are completed within the stipulated as factors that may derail the events are actively
communicated and acted upon on time.
Management change to ensure effective decision making in the project. The current management
team in The Blue Spider Project lacks a useful decision-making ability, and it causes the unit to
lack credibility and the errors committed causes the firm to incur monetary loses given they are
dealing with a massive project. Effective decision making is critical to the organization and the
overall stakeholders in the project (Bakhshi, Ireland, and Gorod, 2016). Effective decision
making can be generally defined as the ability to highlight obstacles that may lead to physical
limitations on the ways of making sound vital decisions which can demonstrate the overall

Project Management Changes 4
potential for the decision plan of the management. Gary Anderson lacks useful decision-making
capabilities and ability to identify obstacles in the project. For a good outcome and a quality
project created, it is essential to have a project manager who can make reasonable and timely
decisions for the smooth project progress.
Change submission process
Submitting change request for the above changes in the Blue Spider Project requires a formal
application which involves significant changes within the management of the management team.
However, given the significance and the management magnitude carried by the above-discussed
modifications, some of them may likely meet with dread. The change request will be initiated
internally with minimal corrections required on them since they are within the scope of the
project; With significant impact witnessed on the project budget, quality and completion time.
Proper management of the change request can enhance improved communication, management
efficiency and adequate alignment of project goals (Acebes, Pereda, Poza, Pajares, and Galán,
2015). The following process will be more effective in submitting the change request for the
above changes.
Request for the supporting materials required- this is important to ensure the person making the
changes is as specific as possible. The application is submitted in writing with supporting
documents provided.
Determine whether the change is within the scope or outside the range- it is vital to ensure that
the requirements for the proposed changes are available by considering all the possible aspects in
the project that are likely to be impacted by the change (Antonio Martins and Ramos Martins
2017).

Project Management Changes 5
The change submission is assessed by the concerned parties- it is essential in considering the
possible risks that may be faced by the project.
Change request approval and rejection- after analyzing the change and determining its impact on
the project, a decision is reached whether to approve or reject the request.
Change satisfaction
Managing change in the project is a dynamic process, and impetration of changes is a common
phenomenon. Each move requires a distinctive approach in satisfying it properly managing the
impact it will have on the project. Managing the possible changes at the Blue Spider Project
requires several options.
Introduction of transformative leadership: the blue Spider Project requires a transformational
leader who will initiate bold strategies and position the project for its future. He should be able to
articulate vision and vigorous sell the project. This is vital to satisfy the decision-making process
to challenge the project is experiencing (Assaf and Al-Hejji 2016). The leader should be able to
stimulate the project team members into action and charismatically model the organization
culture and behaviour in the project. The leader can create a learning environment within the
project, which will be able to provide a platform for each member in the project to be prepared in
facing the unknown future challenges. Thus, everyone in the project can make effective decision
decisions in their area of operations.
Utilization of various groups within the project can help satisfy effective communication
changes. In any setup, groups for an essential and instrumental entity in bring pressure on
members to embrace change (Artto, Kulvik, Poskela, and Turkulainen, 2016). Since
communication is highly dependent on an individual who is also a member of a given group, any

Project Management Changes 6
variation on introduced to a given group within the project will lead to personal change. The
main idea here is to join the group with the management of the project to ensure communication
is enhanced within the parties involved.
Participation is critical in ensuring employee participation, communication and make essential
suggestions concerning various aspects of the project. Involvement in project budgeting and
discussing multiple ways costs can be cut and provide a quality product is completed within a
small range of budget is best in satisfying the need to increase saving within the project (Aubry
2015). Participation motivates the parties involved to commit to the introduced change. It
essential that the relevant parties participate in the shift before high costs are incurred in the
project.
Change Request Form
1. PROJECT DETAILS
Name of Project File references
The Blue Spider Project Marvel P/Tracker Central
2. REQUEST DETAILS
Date of Request Request No. Name of Requestor Project Position
24/3/2020 002/3/20 John Smith Project Supervisor
3. CHANGE DETAILS
Project Category Proposed Change Reason for Variance
Scope Cost-saving High costs which can be reduced with
a change of suppliers
Time 0900hrs
Cost $1500
Quality
Risk Management
Communications To all project managers
4. CHANGE JUSTIFICATION

Project Management Changes 7
Priority
Immediat
e
Essential Urgent High Medium Low
#
Intended outcome(s) Reduced cost of materials. Purchase price higher than the market price
Expected benefit(s) Financial savings
5. IMPACT OF CHANGE
Reduction in the amount allocated for the project
6. FORM DISTRIBUTION LIST
Name Position/Department Distribution method Date distributed
Gary Anderson Project Manager Mail 25/3/202
7. SUPPORTING DOCUMENTATION
Financial books
Material price quotations
CHANGE APPROVAL RESPONSE DETAILS
(To be completed by Steering Committee Chairperson (or Management/Project Manager according to project governance)
Approved (Yes/No) Decision date Decision made by Decision reason Resulting Action

Project Management Changes 8
References
Acebes, F., Pereda, M., Poza, D., Pajares, J. and Galán, J.M. (2015). ‘Stochastic earned value
analysis using Monte Carlo simulation and statistical learning techniques’, International
Journal of Project Management, 33(7), pp. 1597–1609
Antonio Martins, V. and Ramos Martins, M. (2017) ‘Outsourcing operations in project
management offices: The reality of Brazilian companies’, Project Management Journal,
43(2), pp. 68–83.
Artto, K., Kulvik, I., Poskela, J. and Turkulainen, V. (2016) ‘The integrative role of the project
management office in the front end of innovation’, International Journal of Project
Management, 29(4), pp. 408–421.
Assaf, S.A. and Al-Hejji, S. (2016) ‘Causes of delay in large construction projects’,
International Journal of Project Management, 24(4), pp. 349–357.
Aubry, M. (2015) ‘Project management office Transformations: Direct and moderating
effects that enhance performance and maturity’, Project Management Journal, 46(5), pp.
19– 45. doi: 10.1002/pmj.21522
Bakhshi, J., Ireland, V. and Gorod, A. (2016) ‘Clarifying the project complexity construct:
Past, present and future’, International Journal of Project Management, 34(7), pp. 1199–
1213
De Araújo, M.C.B., Alencar, L.H. and de Miranda Mota, C.M. (2017) ‘Project procurement
management: A structured literature review’, International Journal of Project Management.

Project Management Changes 9
De Bakker, R. M. (2013). ‘Taking stock of temporary organisational forms: A systematic
review and research agenda’. International Journal of Management Reviews, 12(4), 466–486.
Desouza, K.C. and Evaristo, J.R. (2006) ‘Project management offices: A case of
knowledgebased archetypes’, International Journal of Information Management, 26(5), pp.
414–423.
Gładysz, B., Skorupka, D., Kuchta, D. and Duchaczek, A. (2015) ‘Project risk time management
– A proposed model and a case study in the construction industry’, Procedia Computer
Science, 64, pp. 24–31.