The Blue Spider Project 2022

Change request – The Blue Spider Project
Student’s name
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Executive summary
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 reasons such as inadequate
resources from the organization, poor assessment of deadlines and costs. The blue spider project is worsened when task
evaluation is inadequate before the commencement of the project as well as improper communication between stakeholders
after the start of the project. The report will propose a change in the communication process, analyze its impact and possible
risks.

Introduction
The Blue Spider is a project accepted by the Parks Corporation whose main objective is to try to increase the abilities of
the Spartan missile. The project was contracted to the Lords Industries, and the Parks Corporation was the sub-constructor for
the Spartan program of the Army. Henry Gable and Gary Anderson were managing the project. As a result of the fact the
survival of the Parks Company relied on profits obtained from the manufacturing programs, they needed to recruit the most
exceptional production managers to minimize the project cost and increase profits; therefore, Gary Anderson was selected
among those leading the project (Meng & Boyd, 2017). The critical problem for the failure of the project was Gary Anderson,
who was given a role to be a project manager owing his R&D setting. However, he had no understanding of the responsibilities
of his new position (Montequin, Ortega, & Villanueva, 2015). Immediately he took the project activities; everything begins to
go erroneous for him. It is self-evident that the entire project required profound experience combined with advanced know-
how.
Significantly, lack of excellent communication with the research group and the project manager resulted in the
development of a fresh material without updating the project manager to hinder the customer from realizing the utilization of
their finances (Heldman, 2013). When the customer was informed of the new material, it felt that the event was incorrectly
presented. The customer then started to demand additional details from the developer. The early misfortunes led to the
postponement of the project (Aapaoja, Haapasalo, & Söderström, 2013). Still, the project manager never communicated the
rescheduling to the production unit until later as he had been significantly involved in the administrative work (Montequin et
al., 2015). The delays from the project manager, Gary Anderson, resulted in a demand for more documentation and meeting.
The project manager felt more accountable for the development activities and did not wish to offer his staff with more
administrative work.
Proposed change
Some processes are necessary to conduct change requests. Change requests may be as a result of problems or issues
occurring from the management team or external sources (Wysocki, 2014). In The Blue Spider Project, change might emanate
from the internal Parks Corporation management or externally from Lord Industries, who would be receiving change
modification requests from the client who, in this case, is the Army. Based on my assessment, a change in the flow and means
of communication is necessary for this project. Hence, I am requesting for acquisition and introduction of Monday.com and
Celoxis software together with the integration of communication requirement analysis. Through these actions, the roles and
responsibility of each person-in-charge will be defined, the expected deliverable will be determined, and the frequency of
reporting and updating will be given (Carral, Fraguela, & Iglesias, 2018).
Impacts
When developing change approaches and strategies, trade-offs must be critically considered between cost, timelines, and
project scope. All these project aspects are intertwined, and thus a better quality of the output is determined by the allocated
resources in terms of time and cost (Project Management Institute, 2013). There is especially a strong link between the cost of a
project and the schedule. That is, the longer the project takes to complete, the more resources in terms of cost it is likely to
consume during its implementation. However, project managers should always be cautious when undertaking large projects.
Doing a project in shorter than required time might be very costly in the later stages of the project, as evident in The Blue
Spider Project.
Parameters including budget, timetable and scope are easier to track and adjust using Celoxis software. Celoxis software
offers real-time features that present the project manager with all the critical aspects of the project data that impact the project
schedule, budget and scope (Fageha & Aibinu, 2013). Additionally, Monday.com will offer both Parks Corporation and the
blue spider project time the capabilities to communicate and collaborate with all stakeholders in all aspects, including remote
communications.
Impact on Objectives