The report did a comprehensive analysis to interpret the various reasons for the change in the project. The analysis detailed the impact of change on the various segments of the project including the scope and schedule. Further, it highlighted the impact of change on the fiscal reserves and client relationship. The report manifested Corwin Corporation study that had a track record for the use of product-related initiatives from clients and the incorporation of the internet protocols for the selection of the project. The study showed the aspects of Corwin study that were completely overlooked that led to the failure at the testing phase of the project. It manifested the various dimensions of the change request and the associated risks with the change in the project.
The case study attempts to isolate the potential reasons for the founder of the healthy relationship between the Peters Company and Corwin Corporation. The improper selection of the project led to a financial loss in the projects and resulted in the loss of future revenues from Peter. Corwin case study detailed the reasons for the failure of the Peters/Corwin project that lead to the termination of the project in the testing phase. The failure led to the financial loss to the Corwin and resulted in the cessation of the relations with the client. The case study indicated the lack of sound management and proper strategies at the stages of initiation and execution of the project. The study indicated three core aspects of concern for the project namely selection of the project that includes competencies of the staff, managerial support that includes the organization culture and the foremost communication concern that includes the internal and external stakeholders.
Change request begins with the description of the change followed by the requisite reason for the change in the project (Harrin, 2019). It confirms the significant impact of the change on the scope and the budget of the project (Snyder, 2013). Further, change request would address the required additional or modified resources and would interpret all the diverse risks associated with the amendments in the project (Harrin, 2019). Corwin Corporation strived for market expansion with the existing product, and the experiment in new product development that leads to the additional financial resources and various changes in the scope of the project. Further, the change request in the project scope starts from the consent of the change in the scope of the project from the diverse parties ranging from clients to the key stakeholders of the project (CBS Interactive, 2019).
The case of Corwin Corporation demonstrates the unwise selection of the project. The various drivers enforcing the change in the project varies from the poor selection to the insufficiency of the resources for the project. Corwin Corporation took the project out of its project leader dimensions that demand the change in the policies and tests during the middle phase of the project. The faulty project selection and poor strategic management demand the change in the project.
The change results in higher cost to the stakeholders and the cessation of relations with the client of the project. Further, the improper analysis of the budget necessitates the change in the project and the revised reallocation of budget has a significant impact on the budgeting of the project. The change in the project has a significant impact on the scope of the project. The change can accelerate the associated cost of the project followed by the delay in the project.
The various strategies for the analysis and interpretation of the project change range from the strategic examination of the project change to the sheer interpretation of the key success factors of the project. The faulty selection of the Peters project leads to the failure at the pre-project phase and shows the lack of strategic management in the project. The strategies incorporated for the change in the project lies in the interpretation of the external factors influencing the project followed by the investigation of the competitive factors employed in the project. The power field analysis determines the diverse forces demanding the change in the project followed by the interpretation of the restraining forces in the project.
After the successful interpretation, the key factors of success are being determined to influence the project change in the project. Further management of the change in the project is being done by the software Primavera that facilitates the project for the modifications in the various formats of the data for the deployment of the change in the project. Another method to manage the change is the acknowledgement of the CCPM to protect the breakdown in the critical chain of the project in the situation of the inadequacy of the requisite resources in the project (Izmailov et al., 2016).
The various options to approve the change requests begin with the sponsors of the project. Corwin selected the project in the field of new product development that challenges the risk-averse culture of the Corwin corporation. The poor analysis of the project dimensions leads to the newly allocated budget from the sponsors and resulted in the financial risk for the project. The second option to approve the change request is the project manager of the project. The project manager is held accountable for the alignment of the diverse facets of the project.
The diverse risks associated with the satisfaction of the change request vary from the schedule risks to the financial risks in the project. The change in the Corwins policies and tests in the middle of the project leads to the financial burden and resulted in ruining the relationship with the valuable customer, Peter. Further, the risks include the scope risks and the quality risks associated with the project (Snyder, 2013). The change requested could demand the updated technology demanding the skilled workforce for justifying the requisite change in the project. Apart from this, the availability of the resources as per the demand and the request filed in the request form is the major risk to the project and its segments.
Change request control form
Project Name Highway Lights and Co
Requested by Operation manager
Request Date 1.3.2017
Change request number 12435687
Change description The project needs to change the execution time and the predicted duration of the project.
The force behind the change The inadequacy of the fiscal reserves and the other requisite resources.
Alternative solutions There are three alternate resolutions
Requesting the key stakeholders for the extension in the duration of the project.
Requesting the stakeholders for the allocation of the additional financial reserves for the project
Requesting the teams and the respective team members for the overtime and extra shifts for the on-time completion of the project.
Impact assessment The change could lead to the extra bucks for the project followed by the better quality of the deliverables of the project.
Time Three month
Heat sink device
Some cardinal utilities
Quality Mediocre to supreme
Risk assessment Risk Description Impact Strategy
Financial risk Quite delay in the accomplishment of the project
Inadequately defined scope
Quality issues can be prominent
Acceleration in the crash cost. The incorporation of the skilled project manager for the successful execution of the project -
Proper analysis for defining the scope of the project
Taking the quality management steps for the project.
Proper selection of the project for the completion in the allocated budget
The framework manifested the requisite approach for amending the change in the project. The report highlighted the cardinal factors influencing the change and illustrated the formal procedure to carry out the request for the change in the project. Further, the study indicated the various risks associated with the change in the project and disclosed the numerous options to manage the change in the project without hampering the success of the project.
CBS Interactive. (2019). Follow this simple scope change management process. Retrieved from https//www.techrepublic.com/article/follow-this-simple-scope-change-management-process/Harrin, E. (2019). How to manage changes on projects. Retrieved from https//www.thebalancecareers.com/managing-changes-on-projects-4041353
Izmailov, A., Korneva, D. amp Kozhemiakin, A. (2016). Project management using the buffers of time and resources. Retrieved from https//ac.els-cdn.com/S1877042816315488/1-s2.0-S1877042816315488-main.pdf_tidfde5f61c-1a68-4c6f-8839-9ec7b4d350a1ampacdnat1551864292_a1229549210056ae31b021485b05139b
Sajad, M. amp Sadiq, M. (2016). Software project management Tools assessment, comparison and suggestions for future development. IJCSNS International Journal of Computer Science and Network Security, 16(1), 31-42.
Snyder, C. S. (2013). A project managers book of forms A companion to the PMBOK guide (3d ed.). Indianapolis, IN Wiley.
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