Part A: Module 1-2 Discussion Forums Managing Project Changes Why is change management a necessary component of project management? Consider the given case study, critically analyse and identify key issues that could lead to any necessary changes in the project. What processes or strategies do you think would work best to perform the identified change requests from the case study?
Part B: Change Control Based upon the given case study, in groups or as an individual, develop a report on change control. In the report: 1. Identify changes required for the case study. Critically analyse their impact on scope, time, cost, quality of the project and the techniques used to manage them. 2. Explain what processes are involved in submitting a request to deal with the changes necessary from your analysis of the case study. 3. Identify and discuss options to satisfy each change request and any risks associated to the options. 4. Complete the change request/control form provided or one that is used from a workplace.
Solution Part A: Discussion Forums
Change management is a necessary component of project management. In different products, some issues may occur due to various causes. Some things may emerge out of a systematic way, and it creates problems for project management. For Instance, in the Lyle construction project, lack of a systematic approach to do things created issues. Project management lacked integrity, effective communication, reliable scheduling, and efficiency. Thus, based on these issues, the management of the project has to make some changes to enable project stability and sustainability (IntroBooks, 2019). One of the prominent issues in the project process was lack of integrity. It is a fact that project stakeholders, including managers, supervisors, and engineers, contained different thoughts or reservations. The collaboration was a big issue in the project process, which caused the project delay. The case study revealed Don Jung, the project manager, failed to depict a cooperative attitude between him and different functional managers. Lack of interaction with managers was a big problem, and it could turn into a project disaster. Also, the communication process in the project process was not sufficient. Engineers in different departments were receiving different instructions, which created confusion. The project manager thought that he could not put anything on the paper, as they had to complete the project on time. Consequently, along with imperfect communication processes, everyone was in a hurry. Another issue in this mega project was the inadequate procedure of the project, especially in the procurement department. The procurement head also claimed that things are going beyond the expectations and standards of the procurement department. Project stakeholders were wasting time on different meetings, and the scope of the project was in jeopardy, as competitors were moving fast in similar mega construction. After critically analyzing and identifying business, the need for the change management process can be highlighted (Carr, 2014). For Instance, the best way to eliminate or reduce these issues is to change the current structure of the project. The management of the company has to replace the traditional project structure with the agile methodology. Each task is to be evaluated in Lyly production in terms of time and cost. Project stakeholders, along with technical skills and experience, must be trained as well to enhance effective communication. Nevertheless, internally, project stakeholders, especially engineers, supervisors, and managers, depicted some change requests. The best way to perform these change requests is to adapt an appropriate change model. For Instance, instead of taking drastic steps in the change management process, the management has to demonstrate tiny steps to get expected outcomes. First, it has to unfreeze the project process for a while to create urgency and communicate the vision. The project management has to stop or reduce project activities, as these cannot be sustained with the old system. In the change process, these change requests are to be entertained. After applying new systems regarding procurement and communication, project management should refreeze the whole system. Evaluation and monitoring are critical, even after the change, to identify issues and make further changes. Insights, derived from the case study, helped to streamline the need for change management, and the project managers must be up to it.
References
Carr, E., 2014. Practical Change Management for IT Projects. 1st ed. Packt Publishing Ltd. IntroBooks, 2019. Project Change Management. 1st ed. Can Akdeniz.
Solution Part B: Change Control
Introduction
Starting a new project is an excellent initiative to improve business outcomes. Nonetheless, it seems imperative to keep an eye on different possible flaws in the project management process. In part A, some issues or challenges have been revealed which completed the project management to initiate the project. Still, project management is associated with some significant risks, and these risks can be mitigated by depicting some changes. In the change control plan, some fundamental changes, which are required for the case study, will be elaborated. Apart from it, the impact of these changes in scope, time, cost, quality of the project, and the techniques will be highlighted. Moreover, the process involved in submitting a request to deal with the changes is also part of the change control plan. In the change control process, the essential thing for project management is to satisfy each change request and any risk associated with the options. The change request/control form will be filled in the end.
Changes Required for Case Study
Change 1
The project contained the matrix structure, which also supported the design package introduced by the project manager, Don Jung. Yet, it went against expectations, as the design packaged was proved ineffective and inadequate. Engineering departments were coerced to work beyond expectations. So, the appropriate required change is to replace the current structure. The structure of the company must be flexible, which can help engineers and managers to work within their boundaries. No doubt, collaboration, and integration seem imperative. Though everyone should be bound to conduct relevant activities (Carr, 2014).
Change 2
Integration among departments was weak, and it created an impact on the procurement or sales department. For Instance, due to a lack of integration or collaboration, the purchasing department waited for a long time to make decisions. Due to weak forecasts or delays in purchasing, the company lost almost $160,000 discount. Therefore, the pertinent change is to introduce a new integrated system in the company, which can enable the rapid flow of information and interaction in the company
Change 3
Another change, which was required by the project management, was a new information system to decrease the wait time and sustain their project. For Instance, the case revealed that drawings, engineering requisitions, and purchase orders remained on the table until personnel of Lyle review it to make decisions or respond accordingly. Consequently, by using a new information system, timely engagement can be possible without hitting the time and cost of the project. The latest information system will bound personnel to approve documents instead of waiting for the long run (Burke & Barron, 2014).
Change 4
In the project management process, it was imperative to train both managers and employees to improve the communication process. It is a fact that the communication process is insufficient, as the manager thought that he could not write anything on paper. The project manager said that he could not find anything on time, as he wants to complete the project on time. The intent was excellent, as he tried to complete the project on time. Nevertheless, without a systematic approach in the communication process, engineers and other staff were receiving different instructions or instructions. It created confusion in the project process. Thus, a new training program for managers and associated staff is the new thing, which can create a remarkable impact on overall project outcomes (Carr, 2014).
Change 5
The fifth change can be a cultural shift. In the project management process, it has been revealed that there were some special procedures for purchase departments due to lack of time. Any changes in the project management process can be useful to keep the project schedule in a loop. However, it can be turned into a disaster if top authorities are not engaged. For Instance, new purchasing procedures were not told by m upper management, which challenged their authority and discipline. No doubt, the claim was right, as the project was delayed, and new procedures were to be adopted by the project management. Consequently, the significant change is the cultural shift. For Instance, project management has to shape the culture of togetherness or culture of sharing, which can enable the integrity in the internal business environment. Thus, changing the culture to collaborate or share things is mandatory, and it can be a significant shift to improve the project process (IntroBooks;, 2019). These are some changes, which can create an impact on scope, time, cost, quality of the project, and the techniques used to manage them. The construction project will contain high scope due to its feasibility, availability of adequate resources, and effective completion. Making it before the competitor’s project is also a central goal to justify the scope. These changes can help to adopt the standard operating procedures, and of course, it can also help to reduce the cost and bring efficiency. Impacts on techniques and change consequences have been elaborated along with some key insights.
Processes involved in submitting a request to deal with the changes
Submitting a request to deal with change is triggered by some critical processes or considerations. In this context of this particular project, the first process is to gather or collect supporting material. For Instance, if the purchasing department requests the change, the project manager will ask for a written document along with other related requirements. The second process is to navigate the scope of the required change. All changes which have been mentioned above are to be navigated in terms of scope to make further decisions. The third process or phase is to set priority regarding the change process. In this project, the project manager has to identify the change which can meet the actual needs or requirements of the project. Consequently, communication, systems, and culture are to be prioritised. Finally, the change can be dealt with through approving or rejecting in the best interest of the project (Eskerod & Huemann, 2016).
Options to satisfy each change request
Opportunities to fulfil each change request are in the limelight. Nevertheless, it is to mention that there are some key risks which are associated with these options. The first change request can be the change in the structure. It does not mean that the company unfreezes the whole system. Some steady steps are to be taken instead of depicting drastic changes. Improving integration through technology is good. But the best option is to test the new integrated system in one department and measure results. A new information system to share reports is also linked with several options (Laufer, 2012). The most appropriate option for the company is to standardise the reporting sharing, including engineering requisitions. The training and development process will always need adequate resources. The suitable opportunity to satisfy this change request is to select a pool of individuals for training and development. Of course, it can help the company to save the cost of the training and development process and support the project management to improve overall project outcomes. Changing the culture of the company is imperative because it can help to enable effective collaboration and sharing. The appropriate option for the company to satisfy the change request is to change the engineering department culture only. If it works, then it is to be implemented in the whole company (Harris, 2012). Some risks are associated with every change request, and these risks are elaborated in a table below.
Risks Associated to Options
| Replacing Structure | New Integrated System | New Information System | Training & Development | Cultural Shifts |
| Unfreezing everything | Employee Resistance | Scope Creep | Inaccurate change priorities | Resource Shortfall |
| Increasing Project Cost | Lacking Skills | Increasing Budget | inaccurate expectations | Lacking motivation |
| Incompatibility with Culture | Lacking Usability | Disputes | Stakeholder Resistance | Lacking flexibility |
| Limited Options | Tough Formation | Dependencies | Increasing Turnover | Infeasible |
| It May Take Time | Project Cost | Stakeholder Conflict | Training Cost | Not fitting purpose and objectives |
References
Burke, R., & Barron, S. (2014). Project Management Leadership: Building Creative Teams. John Wiley & Sons.
Carr, E. (2014). Practical Change Management for IT Projects (1 ed.).
Packt Publishing Ltd. Eskerod, P., & Huemann, M. (2016). Rethink! Project Stakeholder Management. Project Management Institute.
Harris, E. (2012). Strategic Project Risk Appraisal and Management (1 ed.). England: Gower Publishing.
IntroBooks;. (2019). Project Change Management (1 ed.).
Can Akdeniz. Laufer, A. (2012). Mastering the Leadership Role in Project Management: Practices that Deliver Remarkable Results. FT Press.
