PROJ6003: Project Execution and Control - Change Management Forum Post

This discussion forum post, created for the PROJ6003 Project Execution and Control module, examines the critical role of change management in project success. The post analyzes a case study, specifically the Blue Spider project, to identify key issues that can lead to necessary changes, such as inappropriate financial planning, lack of communication, and insufficient project management skills. The author highlights the importance of proactive change management to ensure smooth transitions and achieve project goals. The post suggests several operational and functional strategies to address these challenges, including appointing experienced project and finance managers. The author emphasizes the need for clear risk management plans, better resource allocation, and improved communication to mitigate potential problems and ensure successful project outcomes. The post concludes by underscoring the value of effective change control in managing project changes and integrating them into existing management plans and baselines.

Running head: PROJECT EXECUTION AND CONTROL
Part A: PROJ6003 Project Execution and Control
Name of the student
Name of the University

1PROJECT EXECUTION AND CONTROL
Part A: Module 1-2 Discussion Forum
Managing project Changes
It is known to all project managers that, at some point of project initiation, planning and
execution phase they need to show their skills and experiences to manage a project. In most
projects specific changes are requested before the final execution (Fleming & Koppelman, 2016).
Validity of the requested change is analyzed before its final implementation. Mostly changes are
requested for design specifications, functionalities and operations of a project.
However, it does not mean that every stakeholder and clients are aware of the changes
project manager desire to incorporate in their project. Organizational changes are much different
than other general changes. Change management ensures that desired outcome or outputs related
to project are governing towards expected goals.
Successful change management often brings organization’s operational and cultural
changes. Change management gives huge benefits to the organizations and projects. It helps to
make smooth and easy transition from the early project version to a new and modified one. It
does not help the project manager but also helps the other staffs and stakeholders as well.
Change management helps the project managers to deliver best possible meticulously managed
and changed outcomes for project.
For the Blue Spider project case study the key issues that may lead to necessary changes
are as follows:
 Gary Anderson, the project manager was focused on only Research &
Development (R&D) activities over balance

2PROJECT EXECUTION AND CONTROL
 The developed financial plan was inappropriate
 There was no standard formal schedule
 Since the beginning of the project lack of interaction between the associates and
Lord Industry, the prime contractor for the Army’s Spartan Program
 When Gary required support he was unable to find Gable
 Intervene on the project for several times without generating any information to
Gary resulted major project management risks and errors
 The design materials and materials were not changed from the early components
 The project manager had no authority on the functional organization’s planning
and control system
 Independent cost for many components were increased due to lack of budget and
finance management planning
 Intra team clash or conflict between the project manager and the functional
manager on resource allocation
 The project requirement was not enough clear to the project team and other
associates
 Multitasking and work overload are the reasons which issues have been occurred
 Task dependency were not clear to all the project team members
 There was no specific risk management plan developed at the early stage of
project development
 Project manager had insufficient skills regarding business development activities
such as scheduling, budget estimation etc

3PROJECT EXECUTION AND CONTROL
In order to resolve the recognized changes major operational and functional strategies
required to be incorporated by the project manager of the Blue spider project are elaborated in
this section. The appointed project manager Gary Anderson was not experienced enough.
Therefore, the project owner needs to appoint another project manager to govern and lead the
project team and other staffs. The owner needs to appoint finance manager to implement the
budget and schedule accurately.

4PROJECT EXECUTION AND CONTROL
References
Fleming, Q.W. & Koppelman, J.M., (2016), December. Earned value project management.
Project Management Institute.