Engineering Projects and Risk Management of Cleveland Callback Project

This report provides a detailed analysis of the Cleveland Callback Project, focusing on the application of change management techniques to improve project outcomes. The project, initiated by the Cleveland Fire & Rescue Service, aimed to prevent house fires by identifying and rectifying electrical system issues in properties refurbished by Zoro Ltd. The report highlights the initial project failures due to inadequate change management practices, including outsourcing without proper planning, lack of project management expertise, and deficient budgetary and timeline planning. It proposes a revised approach using the ADKAR model to address awareness, desire, knowledge, ability, and reinforcement, alongside a PDCA (Plan-Do-Check-Act) framework integrated with an A3 report for continuous improvement. The report also outlines a new organizational structure, project budget, and timeline designed to meet project goals, emphasizing the importance of change management in achieving critical success factors, mitigating risks, and ensuring project success. The analysis covers various aspects, including change management strategies, project planning, cost and budget creation, and the development of an effective action plan to bring the project back on track. The report concludes with recommendations for effective change management and project execution, providing valuable insights for similar engineering projects.

Engineering Projects and Risk Management
of
The Cleveland Callback Project
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Executive Summary
Progressing on the process of change requires extensive planning with organizing skills. In
the current discussion a project had been undertaken where the fire authorities at Cleveland
aims at preventing fires in houses which had been inappropriately refurbished by Zoro Ltd.
The project aimed at designing software through outsourced IT consultants in order to
diagnose those houses and then contact them to reinstate an appropriate electrical system to
prevent further fires in the future. The outsourced IT consultants ended up in not been able to
attend to project deadlines and not confirming to the project costs, dues to lack of project
planning. In the current situation a change management planning using ADKAR model has
been accommodated with an improvement procedure with PDCA+A3. These processes would
ensure accommodation of Critical Success Factor for the project and allowing the project
meets its deadline. A new organisation structure along with a project budget and timeline has
been devised for the project so that it is able to achieve its designated goals.
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Table of Contents
Engineering Projects and Risk Management...................................................................................1
of......................................................................................................................................................1
The Cleveland Callback Project......................................................................................................1
Executive Summary.........................................................................................................................2
Table of Tables................................................................................................................................3
1.0 Introduction................................................................................................................................4
2.0 Part A - Change Management General Overview.....................................................................5
2.1 Calibration of Change management techniques project with the key weaknesses of the
project...........................................................................................................................................5
2.2 Project manage process differently with establishing ADKAR model for change
management.................................................................................................................................6
3.0 Part B - Project Management Planning: Discussion................................................................12
3.1 Project plan using the PDCA + A3 application format........................................................12
3.2 PDCA chart with the critical key success factors, tasks and activities, Go-Live date, while
ignoring the progress and resources...........................................................................................14
4.0 Part C - Engineering Change and Progress Management: Investigation.................................15
4.1 Proposed Strategy Plan........................................................................................................15
4.2 Updated Action plan and Establish Change Management to suggest any tactical options to
bring the expected Go-Live date forward..................................................................................16
5.0 Part D - Change Management Cost and Budget Creation: Proposed Solution........................18
5.1 Design a new organisation structure....................................................................................18
5.2 Recommendation.....................................................................................................................20
5.3 Conclusion...............................................................................................................................21
6.0 References................................................................................................................................22
Table of Tables
Table 1: PDCA + A3.................................................................................................................................13
Table 3: Organization Structure.................................................................................................................19
Table 2: Project Budget.............................................................................................................................19
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1.0 Introduction
Change management includes processes that are accommodated within organisations for bring
about a new process (Gerdsri, Assakul & Vatananan, 2008). The scope of the current project
evaluation includes the Cleveland Callback Project, where new processes would be installed for
the purpose of preventing fires across homes in UK. There have been a series of house fires
across the North East of England in April 2013, which was investigated by the Fire Investigation
Officers (FIOs) and the Fire Prevention Officers (FPOs) on behalf of Cleveland Fire & Rescue
Service. The examination of potential causes of fire revealed that Zoro Ltd, who was responsible
for renovation of the houses in the area had replaced the electrical systems that earlier prevented
fire. With failing of the domestic fire unit, technical examination was carried out and it revealed
a design based flaw resulting in failure of every unit. In order to reinstate fire safety procedures
within these homes, there was a need to identify houses which had been refurbished by Zoro Ltd,
contact them through Call Centers and then organize visits from local FPOs to assess potential
threats in fire or faulty units. There were several consultants who were called to provide their
assistance on this project such that it could be carried out in an effective manner. The consultants
work was not identified through an appropriate project management plan which led to various
reasons for the project getting delayed and facing increased costs. There was a change in
management procedure needed at the initiation of the project, which could allow the project to
meet its end objectives (Anderson & Anderson, 2010). A change management includes
processes, tools and techniques that are required for management of people change such that
business outcome can be achieved. Hence, the current state of project evaluation would include
identifying all possible change management procedures to be undertaken and designing
subsequent project management for the new processes to attain to minimum risks through
meeting of budget and timeline scale (Carnall, 2018).
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2.0 Part A - Change Management General Overview
The Callback Project required various milestones to be attended. The ambitious project aimed
at fire controlling and prevention through extensive allocation of resources and duties to
external consultants such as IT consultant and Call center executives and so on. The project at
the initiation required certain changes to be accommodated (Lewis, 2012).
2.1 Calibre of Change management techniques project with the key weaknesses of
the project
The ambitious project of the Call Centre for fire prevention was well planned. They aimed at
overcoming challenges from the faulty lines and electrical automatic switches that might lead
to fire. The fire department had planned and outsourced the entire work to external
consultants however there was no appropriate change management model that was deployed,
it was rather an unplanned change management procedure (O’Dea, 2014). The internal
stakeholders for the project decided upon change management procedure by means of
outsourcing of the project entirely. Such a huge project requires appropriate planning and
development of a change management plan with steps appropriately laid down. However, the
Project Director of the FPA, who nominated an individual to oversee the project completely,
who had relatively no ideas regarding the change management processes. The entire change
management procedure had no project planning and was initiated in an abrupt manner without
ascertaining goals of the project (Cameron & Green, 2015).
This reveals the significant weakness of the project as stated below;
 Total Outsourcing of the Project: The project was owned by the Fire Prevention
Authority (FPA), which in turn appointed a Project Director to undertake the
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responsibilities of the project. The Finance Director on approving budget for the
project considered outsourcing entire project operations to a professional software
house. Her suggestions were accepted by the entire department. Inability to professionally handle the project: Some of the appointed personnel on the
project had no prior experience of the job role that they had undertaken. Absence of project planning initiatives: Due to the limited time frame within which
the project was estimated to be completed, the project planning initiatives was ignored
(Pugh, 2016). Absence of budgetary planning: The entire stages of project planning initiatives were
absent for the said project hence so was budgetary planning. Ineffective timeline planning: This is a stage of project planning initiative where
timeline needs to be planned accordingly. The entire project timeline was not planned
and the go-live date was ascertained.
 Not planning for contingencies: The project in absence of project planning initiatives
did not consider any opportunities for contingencies or adequate risk planning (Ika,
2009).
2.2 Manage the project process differently with establishing ADKAR model for
change management
The project had set off according to plans that were made but did not include appropriate project
planning initiatives. Change management here needed to be applied at the project level through
application of structured process along with set tools for leading the people on the project to
change on to the desired outcome (Walasek, Kucharczyk & Morawska-Walasek, 2011). The
project requires professional management such that it can be implemented and completed in the
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scheduled timeframe. The project will be accomplished using project management strategies that
encompass change management processes so that the final objectives can be achieved. In order
for the project to attend its levels of change there are three Phases involved, in the first stage
preparation for the change is undertaken, in the second stage Management of change is
undertaken and in the last Phase Reinforcing of change is established as given below.
Figure 1: Project Change Management Model
Source: Author
Project Scope Statement
The project will be entirely owned by FPA hence it wills the major and only stakeholder for the
complete project.
Problem Statement
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Phase 3: Reinforcing Change
Collecting and analysis of
Feedback
Diagnosing of Gaps &
Management of Readiness
Implementing Actions &
Celebrating Success
Phase 2: Managing Change
Developing change management plans Taking action and implementing plans
Pahse 1: Preparing for change
Defining change
management strategy
Preparing change
management team
Developing sponsorship
model

The problem statement has been identified in the project weaknesses.
Project Objectives
 Objective 1: To identify houses that had been refurbished by Zoro Ltd
 Objective 2: To contact houses which had been refurbished by Zoro Ltd through letter or
call center Objective 3: To analyse the fire and electrical lines threats present in the houses and
correct them from local FPAs
The overall project management can be designed differently according to the ADKAR strategy
which will allow establishing stages for attainment (Boca, 2013). The project management
change process will be undertaken using ADKAR model. The stages for ADKAR model is
described as given below;
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Figure 2: ADKAR Model
Source: Author
Awareness: The FPA Director for the project while applying change management initiatives has
to first initiate awareness regarding the project change. Designing a separate project management
initiative through a distinct change management plan, separate change management objectives
needs to be ascertained, all the team members of the project needs to be intimated regarding the
change management’s end goals and desired outcomes (Kerzner & Kerzner, 2017). The Finance
Director along with other persons assigned for the project team needs to received descriptive
information related to the change that the organisation is planning towards. The following are the
change management goals which will be outlined;
 Objective 1: To identify in-house team who can meet the project designing criteria
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A Awareness regarding the needed change
D
Desire to support and take part in the
change process
K
Knowledge of establishing a process for
change
A Ability to implement the change
R Reinforcing to sustain the change

 Objective 2: To ascertain project budget, cost and time schedule Objective 3: To analyse the training and supervisory plan for the project Objective 4: To ascertain contingency or risk management plan for the project
Desire: Then the second stage where the desired procedure has to be outlined. While there are
project objectives ascertained, there needs to be a specific budgetary allocation and timeline
scale for determining the project is completed accordingly (Hamel, 2008). The desired outcome
from the project that needs to be shared with the project team members encompasses ascertaining
of fixed budgetary planning with timeline planning.
Knowledge: The project team needs to possess the necessary knowledge such that they are able
to accomplish project goals in an appropriate manner. The project management team needs to
comprise of a finance person, a person with management capability, software knowledge along
with other team members. The project head or director needs to analyse capability of the
individuals prior to appointing them on particular projects (Sturgeon, 2008). A thorough
evaluation of team member’s skills and capabilities will be evaluated and in case necessary
training will be given.
Ability: Post ascertaining of knowledge of the individual team members, their abilities to work
on specific projects needs to be ascertained. Ascertaining of individual abilities for the project
will ensure success for the project. The abilities of the team members will be ascertained using
change management characteristics. As the FPA is conducting the project and they have
capabilities in fire management, it is better not to outsource and keep the project within the house
for attaining the desired levels of change management outcomes. IT consultants will be asked to
submit their previous similar projects on which they have worked on. Call Centers will be asked
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regarding their previous experiences in contacting customers. Project Administrator will be
asked to submit timeline and methodology on which they will work in this project. Moreover, the
project will constantly review personnel abilities by way of evaluating achievements according
to timeline. This will ensure that project team members possesses abilities to work on the
particular project.
Reinforcement: The project’s change management processes needs to be reinforced such that the
project goals can be easily attained (Larson, Gray, Danlin, Honig & Bacarini, 2014). In order to
reinforce the project’s change management goals, frequent meetings with progress on the project
goals will need to be accommodated. A communication plan through email or intranet will be
ascertained such that all team members working on various parts of the project can get to know
regarding the project’s progress. A supervisory coaching and training plan will need to be
undertaken by one of the project stakeholders to fill in any gaps present amongst team members
in knowledge or abilities. A project team activities needs to be allotted according to which each
member will carry out their desired activities. A Master schedule will include training,
communication and sponsor roadmap such that the project can attain its desired goals and
objectives.
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3.0 Part B - Project Management Planning: Discussion
The project management planning for the desired project will need to be designed by using
PDCA process for solving problem. A PDCA process was developed using Continuous
Improvement process. PDCA cycle is an Action Plan which aims at taking standard plan of
action and then checking actual results to take responsive counter measures to attain end
results (Ning, Chen & Liu, 2010). The scope of the current project plan has been developed
using information provided by IT Consultants.
3.1 Project plan using the PDCA + A3 application format
The project had been communicated verbally by the IT Consultants, as it will include developing
a Call Centre to communicate for the projects and developing a software program to trace the
houses that had been refurbished. The programs will trace the houses and then they will be
contacted such that the repair and maintenance works can be undertaken in the said houses.
Considering this as the project objective, and that the project has not gone live, a PDCA + A3
has been constructed so as to analyse the issues facing the project and devise recommendations
in an appropriate manner.
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