PROJ6003 Project Execution and Control: Change Control Case Study

This assignment presents a case study of Corwin Corporation and its challenges in managing change within project execution. The company's conservative approach and focus on existing product lines led to difficulties in handling a specialty-product assignment. The analysis identifies the processes involved in submitting change requests, the impacts on project scope, time, cost, and quality, and options to satisfy change requests while managing associated risks. Key issues include inadequate communication, lack of clear boundaries between the client and project team, and the failure to anticipate and plan for changes. Recommendations focus on embracing technology, improving project selection processes, establishing a robust project management framework, and fostering better team communication. The case study highlights the importance of effective change management in ensuring project success and avoiding costly delays and resource depletion. Desklib offers a platform for students to access similar case studies and solved assignments.

Running Head: ASSESSMENT 1: CHANGE MANAGEMENT 1
Project Execution and Control 6003
Julia Pasik-Maciejewska
student number: 00177401T
Assessment 1 part B
15/07/2018

ASSESSMENT 1: CHANGE MANAGEMENT 2
Part B: Change Control
The given case describes the dilemma that Corwin Corporation faces in a given
scenario. The philosophy of the company was to focus more on the existing product lines and
invest little into the new product lines. Corwin Corporation entered into a contract for
specialty-product assignment after a long discussion between employees of both the
companies. Gene Frimel, the vice-president of the company entered into a contract with
Frank Delia of the Peters Company. However, since majority of the employees were on
extended vacation, the task was assigned to Dan West, one of the R&D scientists of the
organization. He was assigned with the responsibility of project leader in this project.
Project Management at Corwin Corporation
Project management at Corwin Corporation takes conservative approach. On of
product requests. The approach is risk averse that involve stringent management policies in
the evaluation of new orders. The team is focused on finding new markets for its existing
products rather than inventing new ones. The company’s policies have seen it be unable to
bid for more than 90% of the speciality product enquiries. The approach is not sustainable in
the long-term as the company could loose its edge should an aggressive competitor enter the
market (Turner, 2014).
1. Identify what processes are involved in submitting a request to deal with the
changes necessary from your understanding of the case study.
In all projects the need for a change is inevitable. It is vital for the project managers to
have standards of operating procedures that will be essential in providing the guidance for the
project. Proper communication is essential for the effectiveness of the project. It should be
clear from the beginning the extent and scope of the project (Meredith & Mantel, 2011). The

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project managers should also clearly establish the needs and the expectations of the clients.
This will help in avoiding hiccups and challenges when the project begins.
It’s so clear Corwin Corporation did not take Peters Company project on the right
foot. The project were taken up in rush without all the key details and standard operating
procedure being established. The influence of Peters Company on the project was not
outlined which allowed Ray to manipulate the project without the approval of the project
manager.
When dealing with changes it is evident that both parties ought to agree before the
project begins on the limits and cost of changes. Projects managers should endeavor to
include the cost of changes in the total cost the project (Wysocki, 2014). It also essential that
the client and the project managers agree on the scope of time in which the changes can be
effected. The client should be given a timeline in which they can effect the changes they need
beyond which an extra cost would be incurred. This strategy would help in limiting projects
from dragging beyond the expected completion dates.
2. Impacts on scope, time, cost and quality of the project and the techniques
used to manage them.
For the project to succeed Corwin Company needs to renegotiate the cost of the
project. This would involve recalculation of all the costs in the project that have gone beyond
their stimulated costs. They would be forced to change from a fixed price schedule to flexible
allowing themselves enough margins. The project was supposed to run for six months yet by
the third month had gone beyond the original budget (Turner, 2014). It is evident that the rise
of the expenditure and the depletion of the allocated resource can be attributed to Ray’s
underhand in enforcing tests without the approval of the project manager. Further the

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overstepping of Ray into running the project yet he was the client is unacceptable. As the
client he does not care how much money is spent on the test (Kerzner & Kerzner, 2017)
Both the companies have erred in their roles in the project. They ought to clearly
demarcate boundaries for the project to go on. It is essential that the client outline clear what
they are looking for the project managers to acknowledge whether they can be able to deliver
(Project Management Institute 2013). Companies make mistakes of promising what they
cannot deliver frustrating their clients.
The manipulation of the testing process matrix further leads to an escalation the costs
as they try several parameters. Clients should clearly stipulate what they want as the end
product (Meredith & Mantel 2011). Project managers should not allow the clients to actively
manipulate the production process unless they are ready to be charged for the overhead costs
incurred in the project.
3. Options to satisfy the change request and any associated risks for each
change.
It is important that project managers understand the magnitude and cost of changes
requested by the clients. The procedure of requesting for changes should be clearly
communicated to the customer and the consequential costs to be incurred. Before the
commencement of the task, managers should clearly grasp the expectation of the clients
(Heldman, 2013). Further they should clearly explain to them on the possible outcomes of the
process. This will help managing their expectations and help them adjust to the final product.
The project managers should further clearly analyze the impacts of the changes to the project
(Meredith & Mantel 2011). This is essential in helping determining the feasibility of the
project as well as assist in determining the cost.

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It is highly recommendable that the company resources be clearly identified. It is
evident from the case study that Corwin Company did not anticipate the cost of changes.
They limited the tests to a specific number and did not have a provision for the any emerging
changes (Wysocki, 2014). It’s prudent that project managers allocate some money to cover
for changes that may arise from the production process (Turner, 2014). The time allocated for
the project should include a buffer to allow for changes. Defining the goal of the project and
having the client agree to it is also essential in helping establishing the extremes of the
project.
Overcoming Risks in Project Management and Recommendations.
The success of the Corwin Corporation in overcoming risk in it future projects is
dependent on the ability of the company to embrace technology as well as addressing the
structural framework of its project management process. The company should embrace the
use of project management information system which will be essential in providing essential
information on the progress of the project (Wysocki, 2014). This will enhance
communication as well as efficiency in the company’s operations. For the success of future
projects at Corwin Corporation the company must readdress project selection process. This
will enable managers and directors to have the appropriate approach toward new project
inquires. Further a conclusive project management framework is necessary to enhance
efficiency during a project lifecycles. This will involve training of all aspiring project
managers to equip them with appropriate project management skills. It is also evident there is
inadequate staff confidence in the organization. It is paramount that the organization
undertakes team building activities to foster relationships as well as enhance the corporate
culture.

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Conclusion
Project management as essential part of any company. It’s one the organs in the
organization that help to determine the allocation of the company’s resources amongst its
variety of other department. The project managers plays an essential role in determining how
much money a company makes from a specific project. When a project delays and takes long
than anticipated the company is bound to loose in both time and money. Increased changes by
the client further leads to a waste of time and resources when the project drags beyond its
deadline. It is paramount for the project managers to have all the essential expectation of the
client before the commencement of the project. They become essential in managing the
client’s expectations of the end product. Further the project manager should state clearly how
they will handle changes and the scope of time to be taken.

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References.
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.).
Indianapolis, IN: Wiley.
Project Management Institute. (2013). A guide to the project management body of knowledge
(PMBOK Guide®) (5th ed.). Newtown Square, Pennsylvania: Project Management
Institute.
Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.).
Indianapolis, IN: Wiley.
Turner, J. R. (2014). Handbook of project-based management (Vol. 92). New York, NY:
McGraw-hill.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach.
John Wiley & Sons.