Analysis of Change Request: Blue Spider Project - PROJ6003 Report

This report presents an analysis of a change request for the Blue Spider Project, highlighting the need for improved communication and project management. The project, contracted to Lords Industries with Parks Corporation as a sub-constructor, suffered due to poor communication and t...Read More

Change request – The Blue Spider Project
Student’s name
Institution Affiliation(s)

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

Since we have proper communication and project management tools, we expect that the objectives will be met and the
project will be a success. Monday.com will offer the organization a working model that will enable the project team to carry
out the project and workflow with confidence (Heldman, 2013).
Impact on Budget
It is expected to have an additional $100,000 increase in the budget due to the cost of Monday.com and Celoxis software,
training of staffs.
Impact of Schedule
With this requested change, two-day training will be provided, which is not considered in the original schedule. Hence,
the project schedule will be extended for two days. Both Monday.com and Celoxis support teams have agreed to be part of our
training (Wysocki, 2014).
Impact on the quality
Through the improved communication flow among the team and stakeholders, it is most likely to meet the client’s
requirements for the project. Acquisition and usage of correct materials can be achieved. Testing and quality check can be done
properly.
Tools and techniques
a) Variance Scope – the scope will definitely change as new client requests come in. However, a change in the scope will
be reflected across the whole project and the schedule, budget and human resources will need to be adjusted (Mirza,
Pourzolfaghar, & Shahnazari, 2013).
b) Forecast vs. Actual – The forecast schedule, budget and scope need to be periodically updated as the project progresses.
c) Budget – Once the schedules are updated and Gantt charts created, the budget will as well be adjusted accordingly.
d) Output – pre-determined deliverables will keep on being adjusted in relation to the timelines, client requests and budget.
e) Meetings - Set date and agenda for meetings will be determined and informed for proper dissemination of information.
Monday.com will be utilize to make the meeting a success for those who will be physical unavailable to attend the
meeting (Project Management Institute, 2013).
f) Gantt chart - Continuous update of Gantt char will be required for monitoring of project’s progress as timelines change
due to customer requests, change in scope and budget. Additionally, a Work Breakdown Structure will be used to break
down the project scope into small achievable deliverables (Mirza et al., 2013).
g) Progress report - Progress reports will be presented to stakeholders every month to inform the stakeholders regarding
the status, changes and roadblocks encountered along the way.
Software
Monday.com platform and Celoxis software will be utilized by the project team for better management of the project and as a
form of an on-time communication channel.
Monday.com platform for communication
a) Monday.com can provide the organization with a working model that is custom to their needs. Additionally, teams can
work remotely and remain closely aligned and empowered. For instance, Parks Corporation will be able to work
remotely with Lord Industries.
b) Using Monday.com, the blue spider project team will be able to automate their routine processes and put more effort into
the work that requires their talent.
c) Monday.com will help foster collaboration. Monday.com allows the blue spider project team to both communicate and
collaborate with all stakeholders wherever they are in the world (Simplício, Gomes, & Romão, 2017).
d) Monday.com will provide the project manager with a 3600 view of the progress of the project. This is useful as it helps in
keeping track of all the moving parts in a project and ensuring that all stakeholders are on the same page.
Celoxis software for project management

Celoxis is viewed as an all-in-one project management solution software that is capable of achieving project success with
assurance.
a) The software will help the blue spider project team to identify project requests that add value to the project and the
company. Additionally, Celoxis software will help the team to develop adaptive project plans and visually track the
progress of the project to counter any arising issues before they become a problem (Montequin et al., 2015).
b) Celoxis software will enable Parks Corporation to maximize their human resources through optimal resource allocation
based on availability and the necessary skills.
c) Celoxis software will enable Parks Corporation to conduct automatic cost and revenue estimations for their projects and
bill the client on time.
d) Celoxis software will enable Parks Corporation and the blue spider project team to collaborate. The software offers a
client portal that project team can use to share files, share project progress and critical ideas with their clients (Aapaoja et
al., 2013).
e) Celoxis software enables organizations to customize their pre-built workflow model to monitor risks, problems, change
request and approvals. The software also allows firms to create their workflow models from scratch.
Communication Requirement Analysis
This tool will be used to ensure that all the information that stakeholders needs will be determined and provided. A
communication plan is meant to give every person involved in a project a generalized framework on the implementation of a
strategic method to ensure proper and timely distribution, generation, storage and disposition of information related to the
project (Carral et al., 2018). Also, there was a provision of critical connections among individuals and information that are
essential for proficient communication guide of the stakeholders, team members, project manager, customer, and any person
involved in the project. Poor communication was the biggest problem of Gary that placed the project at high risk (Wysocki,
2014). He should have communicated efficiently with both external and internal stakeholders taking part in the BS project. The
failures of Gary Anderson in various aspects resulted in the project been over budget, behind schedule, and out of scope.
Change management process
Change control is critical in any organization when doing projects, especially when projects are handled as part of a
larger undertaking because unmanaged change may have far worse consequences than anticipated (Project Management
Institute, 2013). For this case, the following steps will be adopted to conduct change control;
a) Once a change is requested, it will be registered in a changelog where a specific code will be assigned for tracing.
b) Launch a log change request
c) The proposed change is reviewed and critically evaluated.
d) Conduct a detailed review of the impact that the change will have on success criteria, time, scope, quality, resources,
costs, risk, and any effect on the stakeholders.
e) Draft a recommendation to the sponsor or the management team who either approve, reject, or offer their advice on the
proposed change.
f) If the change is approved, then the plan is updated.
g) The change is implemented by taking the necessary actions
h) All the parties that will be affected by the change are notified
i) Responsibilities are assigned to implement the change
j) The master project timeline, schedules, scope, and budget is adjusted accordingly
k) All the changes that are to be affected are monitored and tracked
Proposed action
The project success could only be achieved through proper relationship and balance between staff –excellent
communication interchange between customers and departments is significant for projects to run as anticipated. From the blue
Spider project, problems such as communication breakdown, risk management, lack of project management skills, a roll of the
project office, and poor budget control can be identified (Heldman, 2013). Moreover, there was minimal support from the top

managers. The proposed action is to adopt both communication software and project management software. The selected
project management software is Celoxis. Additionally, Monday.com, which offers organizations with integrated
communication tools, have been recommended.
Risks
Every project includes some extent of risk; therefore, a risk management strategy is required to document and define the
plan that will be utilized throughout the project life cycle. Risk involves any aspect that may hinder successful project
completion. Thus, it follows that by identifying the probable problems, the team and project managers can avoid the majority of
the issues via appropriate actions. A risk plan specifies the person or persons accountable for dealing with the various fields of
risk, how inadequacies will be tracked throughout the project lifecycle and methods of implementing contingency plans as well
as how project funds will be assigned to tackle the risks (Rodrigues & Crispim, 2014).
If The Blue Spider Project had a good risk strategy in place, the temperature range problem could have been handled
excellently. Having a good communication strategy is a vital component in solving risk problems in their initial stages. With
excellent communication, the stakeholders can be informed on when, why, and how the discussion will take place. Excellent
communication is, in most times, an effective means to handle risks, solve problems, and warrant tasks that are finished on time
(Pimchangthong & Boonjing, 2017). Effective communication strategies classify the information to be communicated and how
the updates will be conveyed to stakeholders. A contingency strategy must have been established to define the directives to take
in case a risk or emergency takes place. For example, in the case of funds unavailability, critical changes in customer
requirements, and project being out of scope. Gary needed to identify and address all potential risks before the project
commencement (Simplício et al., 2017).
Conclusions
Through the use of a project management dashboard offered by Celoxis project management software, the blue spider
project manager will be able to monitor the project progress. Parameters including budget, timetable and scope are easier to
track and adjust using Celoxis software. Having a good communication strategy is a vital component in solving risk problems
in their initial stages. With excellent communication, the stakeholders can be informed on when, why, and how the discussion
will take place. Excellent communication is in most times an effective means to handle risks, solve problems, and warrant tasks
are finished on time. Effective communication strategies classify the information to be communicated and how the updates will
be conveyed to stakeholders. A contingency strategy must have been established to define the directives to take in case a risk or
emergency takes place. For example, in the case of funds unavailability, critical changes in customer requirements, and project
being out of scope. Gary needed to identify and address all potential risks before the project commencement.

References
Aapaoja, A., Haapasalo, H., & Söderström, P. (2013). Early Stakeholder Involvement in the Project Definition Phase: Case
Renovation [Research Article]. https://doi.org/10.1155/2013/953915
Carral, L., Fraguela, J. A., & Iglesias, G. (2018). Complexity and Project Management: A General Overview [Review Article].
https://doi.org/10.1155/2018/4891286
Fageha, M. K., & Aibinu, A. A. (2013). Managing Project Scope Definition to Improve Stakeholders’ Participation and
Enhance Project Outcome. Procedia - Social and Behavioral Sciences, 74, 154–164.
https://doi.org/10.1016/j.sbspro.2013.03.038
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.), Indianapolis, IN: Wiley. Retrieved
from http://indexof.co.uk/Project%20Management/PMP%20Project%20Management%20Professional%20Exam
%20Study%20Guide%20,%207E-%20Heldman,%20Kim.pdf
Meng, X., & Boyd, P. (2017). The role of the project manager in relationship management. International Journal of Project
Management, 35(5), 717–728. https://doi.org/10.1016/j.ijproman.2017.03.001
Mirza, M. N., Pourzolfaghar, Z., & Shahnazari, M. (2013). Significance of Scope in Project Success. Procedia Technology, 9,
722–729. https://doi.org/10.1016/j.protcy.2013.12.080
Montequin, V. R., Ortega, F., & Villanueva, J. (2015). Managerial Style Profiles of Successful Project Managers: A Survey.
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Pimchangthong, D., & Boonjing, V. (2017). Effects of Risk Management Practice on the Success of IT Project. Procedia
Engineering, 182, 579–586. https://doi.org/10.1016/j.proeng.2017.03.158
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Newton Square, Pennsylvania: Project Management Institute. Retrieved from
https://dinus.ac.id/repository/docs/ajar/PMBOKGuide_5th_Ed.pdf
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Appendix 1: Change request form
1. BASIC INFORMATION ON THE CHANGE REQUESTED
Project name The blue spider project
Identification of
changes
Change in the communication flow
Request placed by Anybody Contact
details
Insert your contact
details
Description of
requested change
To change the communication flow by the use of implementing a
project management software
Date of raising the
request
dd/mm/yyyy Requested deadline
for dealing with the
change request
dd/mm/yyyy
Priority Low Medium High Essential
Justification for
change
The lack of communication among the stakeholders and the project
manager to client.
Comments Insert any other potential comments.
Annexes or references Yes No Name of the annexe or
reference
Insert the identification of the annexe or reference related to the
change proposed.
2. ANALYSIS OF THE CHANGE REQUEST
Impact on the
objective/outputs
What will the impact of the change on project objectives and
outputs be?
Impact on the budget What will the impact on the project budget be ?
Impact on the time
schedule
What will the impact on the time schedule of the project be?
Other impacts What other impacts will the change b r i n g ?
Comments Insert any other potential comments .
Recommendations
Y/N; procedure
Insert your recommendations, if and how the change should be
implemented.
Analysis carried out
by
Project manager Date dd/mm/yyyy
3. DECISION ON CHANGES
Decision Authorized Authorized
with
amendments
Rejected More
information
Justification of the
decision
Insert your justification.
Comments Insert any other potential comments.
Who will provide
information
Insert the name of the person responsible for informing the stakeholders
about the change.
Approved by Depending on change classification Date dd/mm/yyyy