Any standard project involves various phases. They have their agenda of issues and tasks. These phases, taken together, represent the path taken by the projects from the starting to end. This is known as the project life-cycle.
The Quasar Communications Inc or QCT is a famous and colossal communication company. They have adopted fragmented, informal project management structure. Here the project managers have possessed many responsibilities with less authority.
The purpose of this report is to understand the change request analysis during the project life-cycle phase of QCT. Further, the change details in project management processes and every level of the project life cycle of the organisation are analysed here. Lastly, the integrated change control is demonstrated in this study.
The project management processes help in understanding how to manage projects. Here the means to achieve the plans have been similar around various industries. For example, for developing schedule processes at QCT, the project schedule is to be established irrespective of the domain or industry one has been working with (Kerzner & Kerzner, 2017).
Since QCT has been working over small project having essential business goals, the multi-departmental initiative having full corporate implications, the understanding project management life cycle is fundamental. QCT has significant milestones from the beginning to ending that follows the path from initiation to competition and evaluation. Here, to work with the understanding of project management cycle has been helpful to keep track of the project organised and on the road from ideation to finishing.
The change request for the project management of QCT has been a valuable tool to document, approve and request changes to projects. This has been a vital piece of the change management process. The project managers of the organization should assure proper control over change management (Stark, 2015). This must be enforced as the project goes on. It is to ensure that the project stays under various approves scopes and constraints and them continually provides the intended outcomes. Here, the changes are inevitable and should be controlled appropriately.
Here, the change request forms must be filled up by stakeholders to individuals who have been requesting the changes. However, it can also be filled out by project managers for recording the required modifications. Prior the changes get approved, the project managers of QCT lead the project team to assess and document the effect of suggested changes (Turner, 2014). Further, the approver here must choose the sponsor of their project.
First of all the requester of change must be filling the form and submitting to project managers. Then the project manager must be analyzing the kind of investigation needed for finding the effect of the change. As this investigation takes crucial time like taking resources away from project deliverables affecting the schedule, an approval from the sponsor must be gained for undergoing that investigation (Nicholas & Steyn, 2017). Then the change request must be submitted from sponsors for ultimate support of that change. Here the sponsors to choose to discuss that change with governance proper approving. Next, the sponsors endorse and reject that change. Next, the change requests documents must be filed under the document repository.
Besides, regarding the approved changes the project management plans upgraded. Here the documentation is required to be updated to reflect the change. Then the move to stakeholders must be communicated, that includes governance and team members. They must continue with project execution by making proper changes (Fuller et al., 2017).
The unusual amount of resources and time are poured to project initiates every year. As the projects have been helping companies to accomplish the strategic goals, they never totally effect to processes and people under QCT as any rule. As the project gets finished, there has been inevitably the effect to existing processes and people. This has been vital to consider that as the primary stakeholders and project teams are involved from beginning to finish, there have been various people who are affected by the project outcome.
As the project of QCT gets started, they generate a high quantity of undue stress over employees and stakeholders. As the project managers maintain an entire focus over the whole project aims, with the objective to assure stakeholder value, the professionals of change management must attend project meetings and must be an integral part of that project team. The collaboration supplies a holistic approach towards strategies and assures the effect of people under QCT (Campbell, Jardine & McGlynn, 2016). This reduces unnecessary anxiety and stress and creates a smooth transition as per the acceptance and process levels. However, this must not be during project phases and long after the project gets completed. The entire company has been encouraging the professionals and change management, and project managers for working jointly to assure the project efforts and has been resulting in the changes are adequately addressed. This is to decrease the effect of people and level of product and delivery of service (Heldman, 2018).
The first step involves training. This is the most vital change activity to plan effectively. Next, the communication is to be considered. Further, it must be regarded as how many people have been affecting the project and how much diversity they have been geographical. During the project management, effective communication is made to draw the bar between project management and change management activities (Marchewka, 2014). The administrative actions must be needed to be stopped and re-evaluated. Then, there are contingencies where the QCT must create an emergency to work on plans.
The primary focus of the integrated change control has been to calculate the effect of a change on every project boundaries. The modifications to any section of the project are requested as the project moves on mainly at the control, monitoring and executing phases. This has not been needed to perform all changes. For performing integrated control of changes, the changes accepted and rejected have the basis of effect and evaluation (Turner, 2016). As the shift gets requested, QCT must recognize all the results of the suggested changes as per the scopes, resources, risks and costs and should also over customer satisfaction.
To measure the effect of a change, there are two pre-requisites. The first one is a reality to project management plan to get used as the baseline. The next one must be the entire process and product scopes as applicable. As the changes are inevitable, the project managers must be working to prevent the primary reasons for differences wherever possible. As the changes occur, they get encouraged and control the possible changes that should be planned, monitored and managed. For controlling changes to the project, the managers of QCT must determine every requirement at the earliest. Then they should comprehensively recognise the risks related to the project. Then they should establish cost and time factors and change management processes. They should also have different needed templates to create change requests (Kerzner, 2018).
Further, the clear responsibilities and roles should be determined among the stakeholders for approving changes. As the amount of changes turns out to be disproportionate, the business case should be reevaluated. Only different approved changes that are incorporated to baselines must be assured. These changes comprise of two categories. The effect of project management includes plan, baselines, procedures and policies, statement of work, contract and charters. The next one is that never affect anyone of that.
As per as considering the change control board is found, the basis of the level of authority of project managers has needed to facilitate decisions regarding some changes. Here the analysis and review of the change requests are done on the board. Here the board has been rejecting and approving change requests. QCR’s committee can involve different stakeholders that include experts, sponsors, functional managers, customers and project managers (Todorovi? et al., 2016).
There have been different incomplete requirements that are outcomes of ineffective management of perquisites. As per as organisational restructuring is needed the delivery team requires closer scrutiny of the change or project requests that are expected to be submitted. Besides, the external factors like involvements of additional vendors or any representative end-users. This is helpful to cause a diversion from an original plan of project execution (Marcelino-Sádaba, González-Jaen & Pérez-Ezcurdia, 2015).
Conclusion:
The above report shows that project life cycle has been comprised of various stages needed to complete any project successfully. The above discussion on project life-cycle has highlighted multiple levels of consistency of project management at Quasar Communications Inc. Moreover, the study has shown how the project management life cycle has considered various essential tasks that must be involved in any project. Hence different phase reviews are to be constructed at every stage for identifying where the team of QCT has been standing. This would provide the update on their project and assure that every objective is met.
References:
5 Basic Phases of Project Management. (2018). Retrieved from https://www.projectinsight.net/project-management-basics/basic-project-management-phases
Campbell, J. D., Jardine, A. K., & McGlynn, J. (Eds.). (2016). Asset management excellence: optimizing equipment life-cycle decisions. CRC Press.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.
Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.
Initiation | Project Lifecycle | Project Management Office | SFASU. (2018). Retrieved from https://www.sfasu.edu/pmo/104.asp
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
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Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Routledge.
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Stark, J. (2015). Product lifecycle management. In Product Lifecycle Management (Volume 1) (pp. 1-29). Springer, Cham.
Todorovi?, M. L., Petrovi?, D. ?., Mihi?, M. M., Obradovi?, V. L., & Bushuyev, S. D. (2015). Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), 772-783.
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