Change Control Report: Robert L. Frank Construction Company - PROJ6003

This report provides an analysis of change control within the Robert L. Frank Construction Company, focusing on the Lewis Project. It begins with an introduction to change control, emphasizing the importance of systematic approaches to manage changes in projects to avoid disruptions and ...Read More

Running head – CHANGE CONTROL
Change Control
Name of the student
Name of the university
Author’s note

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Introduction
Change control is considered to be the process of systematic approaches that could be
used for managing all the necessary changes which would be made to a system or any
products. The main purpose of the approach would be ensuring that there are no unnecessary
changes made without proper documentation of the change (Harrison and Lock 2017). The
change control also ensures that there are no unnecessary disruption of the any services
provided and resources at the work are used efficiently. The following report would be
analyzing a system of change of control at Robert L. Frank Construction Company. The
change control approach would be significantly applied on the organization based on the
Lewis Project. In the report, there would be identification of processes that were involved
while submitting the request for dealing with changes necessary at the organization, critical
analysis of changes required for impacting the scopes, time, cost and quality of the Lewis
Project, satisfying each change request and discussing any risks associated with the options.
Discussion
Robert L. Frank Construction Company was an engineering sector and construction
firm which used serve at sectors like petrochemical plant, iron and steel plant, mining
organizations and food processing industries from their corporate headquarters located at
Chicago, Illinois. The organization had their establishment around the globe and had their
sectors in many sectors. Services like engineering, purchasing, expenditure, construction and
consultant used to be provided by the organization. The company was established by Robert
L. Frank in the year of 1947 and by the end of 1960, the company have fully established their
achievements by making major expansion in the sector of construction of many steel and iron
plants at the United States of America. For having a better future, the organization merge
their enterprise with Wilson Engineering Company. It was estimated that there have

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organization had a contracts of more than 2500 projects and a valuation of $1 billion.
However, the organization faced many issue regarding their hierarchy, budgets and revenue
over the Lewis Project, which made the organization suffer from financial loss due to over
budgeting.
While analyzing the Lewis Project, it was seen that the budget which was estimated to
be the initial cost of the project, it have been overshoot hugely. At Robert L. Frank
Construction Company, the department of purchasing were headed by Frank’s one of the
most trusted employee and one of the most experienced, Bill Hall. Purchasing upper
management was considered to dissatisfy, thus, there have been delay in purchasing
necessary kind of inventories (Hornstein 2015). For this, early start was necessary for Lewis
Project due to lack of proper float in scheduling and field early start date. Henceforth, it was
necessary for making some changes in the control at the organization.
It is required for requesting a change in any organization, if some abnormality is
noticed with the previous or currently applied systematic approach of business conduction. In
case of Robert L. Frank Construction Company, the same process have been followed up
(Nicholas and Steyn 2017). While making a request for the change of control at the
organization, formal process of change for the purchasing depart were followed. The request
for change initiation and control were standardized and was regarding to the matters of
management review. First line of the process was to inform those individuals that have
applied for the change. A form was forwarded to those personals named change of control
form (Li et al. 2016). The form consist of details which ever needed to be filled, where
reasons had to be provided regarding their request for change of control.
After analysis of the Lewis Project which was undertaken by Robert L. Frank
Construction Company, it could be put forward that the change request was made in the

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purchasing department which was headed by Bill Hall. According to Hayes (2018), there
have been many irregularities while purchasing of inventories and construction materials
needed for completing the project. According to Lu et al. (2016), due to lack of poor
management at the purchasing department, the field start date had been delayed, thus making
the initial stage of the project more vulnerable. It was necessary for making an early start of
the project as improper scheduling of the work was done. This change of control in the
purchasing department scopes in making in no further chance that have occurred in the Lewis
Project (Lozano, Nummert and Ceulemans 2016). With the help of such changes in the
department, it would be more convenient in saving early cost and also making the
organization cost effective. With proper control at the purchasing department, it would be
more convenient and efficient for the organization in starting the project in time and also
completing it on time.
With the initial request of the changing the control over the purchasing department,
second guesses were made by the many members of the organization. The department were
headed by one of the most experience employee of the organization (Choi et al. 2018).
Therefore, there were high chances that making changes in the control of the purchasing
department in middle of the year could possible welcome some risks. The most convenient
option for changing the department was to analyze all the data related to Lewis Project and
see the project control data and financial cost data which was forwarded by Ron Katz. After
the investigation, it was estimated that there should be initial change at the purchasing
department in some aspects. Risk like deduction of normal revenue generation and risks of
irregular monitoring were likely to be seen at the department.

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Change Request Form of Robert L. Frank Construction Company
Project name – Lewis Project
Requester of Change – Ron Katz
Change Details – Change is needed in the purchasing department of the organization. Due to
irregular monitoring of inventories and materials, along with scheduling of the project, delay
in the initial field start have occurred. Therefore, with the delay, estimated completion cost of
the project was crossed and the organization faced financial loss.

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References
Choi, O., Lee, H., Park, M. and Hyun, H., 2018. Quantity Management Model for
Manufacturing and Assembly of Large-scale Modular Construction Projects during
Construction Phase. Korean Journal of Construction Engineering and Management, 19(1),
pp.43-53.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Li, B., Lai, W., Yang, C. and Zheng, S., 2016, July. Intelligent Control Management System
and Its Application. In 2016 International Conference on Economics and Management
Innovations. Atlantis Press.
Lozano, R., Nummert, B. and Ceulemans, K., 2016. Elucidating the relationship between
sustainability reporting and organisational change management for sustainability. Journal of
cleaner production, 125, pp.168-188.
Lu, Q., Won, J. and Cheng, J.C., 2016. A financial decision making framework for
construction projects based on 5D Building Information Modeling (BIM). International
Journal of Project Management, 34(1), pp.3-21.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.