This report provides a detailed analysis of change control within Corwin Corporation, a $950 million-per-year corporation. The report examines a specific project with the Peters Company, highlighting the processes involved in change requests, the impacts of changes on scope, time, cost, and quality, and potential options for satisfying these requests while mitigating risks. The report identifies key processes such as documenting change requests, formal assessments, planning, design and testing, deployment, and final assessment. It also details the specific changes demanded by Patrick Ray, the in-house representative from Peters Company, and their negative consequences. The report further discusses options for managing these changes, including contract stipulations and improved communication. A change control form for the Peters Company project is also included, which summarizes the changes, their reasons, resulting impacts, and approvals. The conclusion emphasizes the importance of coordinated and controlled change management in projects. This report provides valuable insights into project management and change control strategies, relevant to the field of leadership and management.
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