Change Management Report: Analysis of Project Changes and Risks

This report examines the multifaceted aspects of change management within a project context. It delves into the significant impacts of changes on project schedules, budgets, and overall deliverables, emphasizing the constant nature of change in business environments. The report analyzes the effects of changes during different project phases, including inception, development, and implementation, and provides a detailed account of a real-world case study highlighting the challenges and consequences of change. It explores various options for addressing change requests, along with their associated risks, and examines the use of change request forms. The report also addresses the issue of scope creep, outlining its causes and providing strategies for effective management. Overall, the report underscores the necessity of proactive planning, communication, and adaptability in managing changes to ensure project success.

Running head: CHANGE MANAGEMENT REPORT
CHANGE MANAGEMENT REPORT
Name of the Student
Name of the University
Author Note

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CHANGE MANAGEMENT REPORT
Table of Contents
Introduction......................................................................................................................................2
1. Impacts of the change...............................................................................................................2
2. Options and Associated risks.......................................................................................................5
3. The Change request Form...........................................................................................................5
4. Scope Creep.................................................................................................................................7
Conclusion.......................................................................................................................................8
Reference.........................................................................................................................................9

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Introduction
According to Heraclitus nothing is permanent except change especially in business where
change is a constant procedure and needed to remain viable. Change can massively impact
schedules, budgets, technologies and deliverables. Only certain types of change can be controlled
but through the ability of respond, adapt and anticipate we can deal with changes which cannot
be controlled. The report discusses the impact of change management in time, cost and quality of
a project along with the associated risk.
1. Impacts of the Change in the project
In the inception phase the objectives was changed due to urgent demand of completing
the whole tower and to ensure the publicity concern. In developing phase the work development
start after two year of initial tower project due to budget issues. For budget issue project
managers are change the tower design which started affect relationship with the original architect
and may have helped create a chain reaction of subsequent problems (Suma & Lakshmi, 201). In
implementing phase the heavy elevator impact the project including delays of project opening,
security and scope change. Due to the heavy wind 6 days per week, budget overrun of 12 $
million to 15 $ million the opening of the tower to the public delayed and after 100 days it shut
down for an extend amount of time to repair the broken bearing at the base of the tower.
Change Discussion Impact on project Techniques to Solve
BUDGET The initial budget
US 12$ million
exceeds to 15$
million
The schedule
appeared to have
been very loose
Management of change
within the project is a
complex task and need
different change

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CHANGE MANAGEMENT REPORT
management tools as
use of checklist and
process map and a
change request form
for proposing and
managing change
(Kerzner & Kerzner,
2017). Also a proper
communicating plan is
important for
communicating with
several teams and
project manager.
DESIGN The pod-shaped
glass viewing
cabin topped by a
130 ft was reduced
to 82 ft and glass is
replaced with
metal composite
with silt-like
viewing window.
As the design change
the architecture
design and schedules
also changed that
leads to delay of
opening the tower.
TECHNICAL Tower elevator
was too heavy to
operate. Change on
wing
After opening for
public in October
2001 it was closed
again for this issue.
OBJECTIVES The first objectives
is to place a
viewing cabin and
provide a house for
communicating
with Science
centre. It appeared
that here was an
urgent demand to
put together the
The objective
change, dramatically
affect the project that
leads to late opening
and budget issues.

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whole tower.

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CHANGE MANAGEMENT REPORT
2. Options and Associated risks
The different options to satisfy the change request include determining the scope of the
change along with the evaluation of scope of incorporating the change in the project (Hornstein,
2015). Serious technical risks innate in the tower project were identified and knowledgeable
analysts were chosen to achieve the risk analysis in a timely manner. The biggest technical
challenge of the project is the length of the tower as it has to be 10 time taller than its base width.
The change of design of the tower and the technical team causes great risk of uncertainty (Hu et
al., 2013).
3. The Change request Form
1.) SUBMITTER - GENERAL INFORMATION
CR# 01
Type of CR  Enhancement Defect
Submitter Name Project Manager

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CHANGE MANAGEMENT REPORT
Brief Description of
Request
The change is to be implemented in the developing and inception
phase as the design and objectives of the project change
dramatically.
The elements of wing on the top of the building need to replace as
heat can melt the glass.
The elevator team needs to change cause the old team was on
leave.
The investment is also overrun 12 million dollar to 15 million
dollar.
Date Submitted 01/20/2001
Priority Low Medium High  Mandatory
Reason for Change The objectives change due to the certain requirement of the owner
and stakeholders. The technical team has been changed because the
old team members are on leave and elevator needs to repair
immediately.
Assumptions and Notes It is assumed that the requested change will have massive impact
on the project schedule as extra 9 month will be required to
implement the change.
Comments This change cannot be implemented after project release as some
important modification is needed to be done in the project code.

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Approval Signature [Approval Signature] Date
Signed
[mm/dd/yyyy]
2.) PROJECT MANAGER - INITIAL ANALYSIS
Hour Impact 60hrs
Duration Impact Approx. 9 month and after remaining 100 days numerous shut
downs.
Cost Impact Additional $3 million is required
Comments The change required is although not huge, but it is mandatory since
the owner and public satisfaction is an important aspect of this
project.
Recommendations Proper communication and understanding is necessary for
implementing the change that is propose.
Approval Signature [Approval Signature] Date Signed [mm/dd/yyyy]
3.) CHANGE CONTROL BOARD – DECISION
Decision
Approved
 Approved with
Conditions Rejected
More
Info

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CHANGE MANAGEMENT REPORT
Decision Date 03/05/11
Decision Explanation The change request plan has been approved by the board with the
condition that no further delay will be accounted for the project.
Approval Signature [Approval Signature] Date Signed 03/05/11
4. Scope Creep
Scope creep usually refers to the uncontrollable, continuous and change in the scope of
the project after the project has started executed (Thakurta, 2013). In this project scope creep
occurred for the lake of communication and understanding between owner and first architect. To
manage scope creep following steps must be followed-
1. The project vision need to be cleared to meet the certain objectives through their review
and comments.
2. Understanding the owner requirement and be familiar with the current situations and
make an well-organized list that can refer to throughout the project duration (Fleming &
Koppelman, 2016).Items should include, deadline, budget, delivery, feature, employee
satisfaction and public satisfaction.
3. Define deliverables and have them permitted by the project drivers. Deliverables should
be general descriptions of functionality to be defined during the project.
Conclusion
Therefore, it can be concluded that in order to implement a change in a project, proper
planning and communication is necessary. Change request can be implemented when a change in