PROJ6003: Assessment 1 Part B - Change Control Plan for Corwin Corp

This report presents a change control plan developed for Corwin Corporation, a company facing challenges in a major project. The report begins with an introduction to the company and its context, followed by the identification of involved change processes, including readiness assessment, training, and resistance management. The core of the report focuses on identifying the changes required to address issues such as budget overruns, resource allocation problems, and the need for improved R&D capabilities. A critical analysis of these changes is provided, along with a detailed discussion of options to satisfy each change request, including a change log outlining the changes. The report also includes figures illustrating the change management plan and resource management plan. The report concludes by summarizing the key changes and their importance for the project's success, along with a conclusion that emphasizes the significance of effective change management for Corwin Corporation's commercial success. References from project management literature are provided to support the analysis.

Running head: CHANGE CONTROL PLAN
Assessment 1: Part B
Change Control plan: Case study of Corwin Corporation
Name of the Student:
Name of the University:

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Table of Contents
Part B...............................................................................................................................................2
Introduction......................................................................................................................................2
1. Identification of involved change processes................................................................................2
2. Identification and critical analysis of change required................................................................3
3. Identification and discussion on the options which satisfies each change requested and risks
associated to that options.................................................................................................................4
3.1 Discussion over the changes done.........................................................................................6
4. Completion of change required...................................................................................................8
Conclusion.......................................................................................................................................8
References......................................................................................................................................10

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Part B
Introduction
Corwin Corporation has grown into a $950 Million/year corporation with an international
reputation. The company manufactures high quality lower costing rubber components for their
consumers. The components manufactures by the company are long lasting and known for their
quality (Milosevic & Martinelli, 2016). Corwin Corporation is a market driven company which
serves unique products to their consumers. The company manufactures unique rubber products
and supplies them to the customers.
The quality and pricing details were mostly taken by the marketing department of the
company. However, a major issue had been raised in the company as it took the contract of
“peter’s company project”. In order to resolve those identified risks a detail change management
plan needs to be incorporated by the Corwin Corporation. A detail change log has been prepared
in this paper for Corwin Corporation.
1. Identification of involved change processes
Over than 15 years the company is serving quality products to their consumers and
gaining commercial revenue. The company maintains a small research and development (R&D)
department which is focused on evaluating state of art technology to their existing product lines.
Due to their quality services the company was keep on getting contracts for new and special
products manufacturing (Kerzner & Kerzner, 2017). The change processes involved to Corwin
Corporation are elaborated in the below section:

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Involved change processes:
 Readiness assessment
 Sponsor activities and roadmap
 Training and employees training development
 Resistance management
 Coaching and manager training for implementing the change management
 After project review (Kerzner & Kerzner, 2017)
Objectives in change management
 To calculate or measure the exact cost that will be required to complete the Peter’s
project (as earlier a fixed cost was estimated which was not enough for the
implementation of the project)
 To improve the current Research and Development (R&D), department of CorwIin
Corporation
 To change the senior project manager and line manager so that the project can be guided
and governed towards success
2. Identification and critical analysis of change required
The different reasons for which Corwin Corporation requires to implement changes in
their operational and functional applications while working on peter’s project are to avoid delay,
overrunning budget, over allocation of resources, delivery of non-quality products (Perrotta et
al., 2017). It has been found that, the R&D department of Corwin Corporation is lagging

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supportive infrastructure therefore the infrastructure and size of the R&D department needs to be
improved so that it can handle the peter’s project well (Binder, 2016). The assigned senior
project manager is not skilled and experienced enough to tackle the peter’s project therefore
other project manager should be assigned while conducting the project. Absence of any senior
manager is another major change required for the company.
The particular points mentioned in the below section are negatively impacting the scope,
time and cost of the project. Therefore the below mentioned components or factors are needs to
changed or modified:
 The project selection process required to be changed
 Changes in the existing fixed price contract process
 Preparation of a rough draft for project specifications
 Sharing information with the contract managers
 Changes incorporation in the proposal
 Involvement of a senior manager to the project
 To provide resource support
3. Identification and discussion on the options which satisfies each change
requested and risks associated to that options
Chang
e ID
Category Description
of Change
Submitte
d by
Submissio
n Date
Status Disposition
CR1 Project
selection
The project
selection
process
PM 5/12/2019 Under
progress
Project
should be
selected

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required to
be changed
considering
the initial
requirement
s
CR2 Incentive
plan
Sharing of
incentives
for
influencing
the decision
making
processes
OM 5/21/2019 Implemente
d
Should be
implemente
d to engage
employees
CR3 Finance
plan
Changes in
the existing
fixed price
contract
process
Finance
manager
5/28/2019 Implemente
d
Must avoid
fixed cost
rate
CR4 Project draft Preparation
of a rough
draft for
project
specification
senior
manager
6/2/2019 Implemente
d
Should be
approved by
senior
manager

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s
CR5 Information
sharing
Sharing
information
with the
contract
managers
(Cameron &
Green, 2015)
PM 6/10/2019 Under
progress
Must be
shared
followed by
requirement
s
CR6 Change in
the
proposal
Changes
should be
incorporated
in the
PETER’S
project
proposal
Operation
manager
5/12/2019 Under
progress
Changes in
proposal
CR7 Project
approval
Involvement
of a senior
manager to
the project
PM 6/20/2019 Under
progress
Must be
approved by
the
company

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CR8 Resource
managemen
t
To provide
resource
support
Resource
manager
5/27/2019 Under
progress
Proper
resource
allocation
3.1 Discussion over the changes done
Figure 1: Change Management plan implemented for the PETER’S project
(Source: created by author)
The above diagram defines that, two activities- planning for new incentives program and
changing the approach of fixed price are over allocated with project manager resource. Certain
changes are being incorporated in the resource allocation and that are shown in the below
diagram with a baseline cost setting.

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Figure 2: Change incorporated with resource management plan implemented for the
PETER’S project
(Source: created by author)
The capacity of the Project manager is increased by 200% as a result the issues with
resource management are also being resolved. The change log of the project is elaborated in the
below section:
4. Completion of change required
Change in project selection process
Increasing rate of incentives: In order to influencing the decision making processes the
Corwin Corporation needs to share incentives

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Changes in the existing finance plan: While processing the PETER’S project it is
defined that it cannot be completed within fixed price thus, the proposal must incorporate price
modification based on the project needs
Preparation of a rough draft: In order to specify the project details detail rough must be
prepared by the project owners.
Sharing information to the contract manager: The contract manager needs to be
familiar with the detail information and must be updated accordingly.
Changes incorporation in the proposal: The proposal requires incorporating needful
change in cost and time as well
Involvement of a senior manager: Whether the project proposal is accurate and
following all the project requirements or not must be approved by a senior manager.
To provide resource support: The project resource list must be designed considering
PETER project requirements and details
Conclusion
From the overall discussion it can be concluded that, there are different reasons for which
the company was facing major level challenges. It is the responsibility of the working employees
and steering committee member of Corwin Corporation to incorporate needful changes and
maintain them accordingly. Changes are requested for some requirements, cost, schedule
management and identified stakeholders. The requested changes are all elaborated in through a
change management plan. Corwin did some major mistakes while handling the “peters company
project”. The project selection process Corwin taken did not suit the company measures. The

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conservation, market expansion and risk adverse are not fit in the new product development. The
company failed to follow and take proper development policies accordingly. Cost, schedule,
resource, stakeholders and skills are the different components identified for the company which
required further respective changes. Apart from that, the fixed priced contract also impacted the
structure of the PETER’S project structure. Many of the project associates failed to participate in
the proposal design process of Corwin Corporation. It has been determined the requested change
log those are prepared for the project will support the company a lot so that it can obtain
commercial success and global competitive advantages.