Understanding Change Control at Corwin Corporation: A Report

This report delves into the change control processes within Corwin Corporation, a company known for its rubber components. The analysis begins by identifying the steps involved in submitting change requests, emphasizing the importance of specifying changes and assessing their impact on the project. It then examines the effects of changes on cost, time, and scope, as well as the functional elements that make up the project deliverables. The report also discusses the scopes for satisfying change requests, including environmental, organizational, end-user, and technical scopes, along with associated risks and mitigation strategies. A sample change control form is included to illustrate the practical application of these concepts. The study references various academic sources to support its findings.

Running head: UNDERSTANDING CHANGE CONTROL
Understanding change control
(Corwin Corporation)
Name of the student:
Name of the university:
Author Note

1UNDERSTANDING CHANGE CONTROL
Discussion on the case of Corwin Corporation to understand the change control:
The Corwin Corporation has been a rising business having an international reputation. This
includes high-quality components of rubber and low-cost manufacturing. It is taken as the case study
to understand various change controls in the project.
1. Identifying the processes involved to submit the request in dealing with the changes:
The processes involve the requests for supporting materials. Corwin Corporation needs the
individual to make the changes to be specific. They should put the request to write and deliver the
supporting materials. Next, they must find out the change requests internal and external to the scope.
Corwin Corporation needs to consider every element of the projects affected through the deployment
of the request for change (Hornstein, 2015). Then, the team of Corwin Corporation must analyse the
priorities of the change request. Before implementing the changes to the project, one must consider
the probable risks. Then they should reject or approve the request for change. As Corwin
Corporation is aware of how significant the change request has been and can know the effects on the
project, they can approve or reject the request (Mubarak, 2015). Lastly, the business should be
deciding on the course of action to move forward. As the request gets approved, then the
deliverables of the project are to be upgraded (Liao et al., 2016). This includes schedules, plans,
requirement documents and business process documents.

2UNDERSTANDING CHANGE CONTROL
Identification of change request
Analyzing the change
request
Evaluating change request
Approval of the change request
Implementing the change request
Rejecting or
deferring change
request
Figure 1: “Integrated Change Control Procedure”
(Source: Denis et al., 2017, pp. 523-529)
2. Finding and analyzing of the needed changes and the effects on cost, time and scopes:
For undertaking the change, the actual time needed to generate the deliverable is to be done.
The time needed for producing the deliverable can directly relate to the number of requirements that
have been taking part in the outcome of the scope. This involves the resources that are allocated for
the project of Corwin Corporation. Further, the changes in the cost must be made on the monetary
components. It is part of the entire structure of the cost (Shirazi, Kazemipoor & Tavakkoli-
Moghaddam, 2017). The changes in scope are the functional elements. This makes up the ultimate
deliverable for Corwin Corporation’s project. However, the scope can potentially modify the project
life-cycle known as scope creep. Lastly, the changes in the project quality must involve customer

3UNDERSTANDING CHANGE CONTROL
Project management Change management
Change request
Project Task
Project Link Task
satisfaction, preventing the inspection, constant development with changes over control and
assurance qualities.
Figure 2: “Change request project task relationship”
(Source: Martinsuo & Hoverfält, (2018), pp. 134-146)
3. Identifying and discussing the scopes for satisfying the request of changes and risks related
to the scopes:
The first scope is the environment that results from the changes in business strategy,
government policy and legislation. Then there is the organizational scope where the high-level
business decisions have been changing the primary terms of reference of the project (Shirazi,
Kazemipoor & Tavakkoli-Moghaddam, 2017). Then, there are the end-users resulting in the changes
to customer requirements. Lastly, there are the technical scopes. This prevents the products from
working in the way it has been supposed to be done. The changes to the risks are to be made from
various scopes of the risks. The prevention must be done to eliminate the risk. Then, the mitigation

4UNDERSTANDING CHANGE CONTROL
must reduce the probability and effect of various risk occurrences. Next, there is the transfer of the
economic effect of risk over the third party (Martinsuo & Hoverfält, 2018). Further, the contingency
must deliver the alternative for risk materializing. Lastly, risk acceptance is to be considered as no
response is implemented. Besides, the opportunity responses must exploit the advantages of the risk
scopes. The likelihood must be raised for the occurrence of scopes and then lastly, the opportunity
must be discarded.
4. The change request and control form:
Sample Change Control Form
Date of Request:
Change Request Initiator (name, location, phone):
Corwin Corporation, Peters Company
Description of Change:
As a significant conversion is made, Corwin Corporation can dedicate the time to the phase of
planning. Besides, the Agile process is helpful to develop the skills of leadership to gain insights
into the team members.
Reason for Change:
 This creates a cross-functional focus
 Knowing the fundamentals that have been remaining the cornerstone.
How does the proposed change affect safety vulnerabilities?

5UNDERSTANDING CHANGE CONTROL
 The checking of time elapsed due to vulnerability
 Knowing system knowledge
 Understanding the level of equipment required
 Understanding window of scopes required.
Resulting Changes:
It is more managing to the managing of natural changes occurring at Corwin Corporation. It has
ensured the intended behavioural results resulting and working for assuring the outcomes.
Project Manager Approval (name and date):
Facility Operations Manager Approval (name and date):
Line Management Approval (name and date):
In the above study, the processes involved to submit the request is analyzed. Then the
changes needed on the effects of quality, cost, time and scopes are to be evaluated. Then the scopes
to satisfy every change request and risks are discussed. Lastly, change control and request form are
included in the study.

6UNDERSTANDING CHANGE CONTROL
References:
Denis, G., Prevost, T., Debry, M. S., Xavier, F., Guillaud, X., & Menze, A. (2017). The Migrate
project: the challenges of operating a transmission grid with only inverter-based generation.
A grid-forming control improvement with transient current-limiting control. IET Renewable
Power Generation, 12(5), 523-529.
DING, R. G., Lei, W. A. N. G., Tao, S. U. N., GAO, S. C., & Chen, Q. I. A. N. (2016). Network
Dynamic Analysis Method for Project Governance Risk Control. DEStech Transactions on
Computer Science and Engineering, (mcsse).
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-
298.
Liao, Y., Siegel, P. Z., White, S., Dulin, R., & Taylor, A. (2016). Improving actions to control high
blood pressure in Hispanic communities—racial and ethnic approaches to community health
across the US project, 2009–2012. Preventive medicine, 83, 11-15.
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for
managing value-oriented, integrated multi-project change in its context. International
Journal of Project Management, 36(1), 134-146.
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for
managing value-oriented, integrated multi-project change in its context. International
Journal of Project Management, 36(1), 134-146.
Mubarak, S. A. (2015). Construction project scheduling and control. John Wiley & Sons.

7UNDERSTANDING CHANGE CONTROL
Shirazi, F., Kazemipoor, H., & Tavakkoli-Moghaddam, R. (2017). Fuzzy decision analysis for
project scope change management. Decision Science Letters, 6(4), 395-406.