PROJ6003 Project Execution And Control

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PROJ6003 Project Execution And Control

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PROJ6003 Project Execution And Control

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Course Code: PROJ6003
University: Laureate International Universities is not sponsored or endorsed by this college or university

Country: United States

1.Identify and analyse the time, cost and quality impacts of the change upon the project and the techniques used to manage them
2.Identify options to satisfy the change request and any associated risks for each change
3.Complete the change request/control form provided or one that is used from a workplace.
4.Explain the term scope creep and use examples from your group discussions of tools and techniques that can be used to manage scope creep.

This report depicts the importance of using change management in a business organization as per the changing requirement of the consumers and of the employees also. This particular report is strictly focused on Boston’s Central Artery or Tunnel project that is commonly known as the Big Dig. This is one of the largest as well as complex projects in American history. This particular project is famous for the cost enhancement. In order to develop the successful change management in this project it is necessary to get support from the stakeholders in terms of environment, processes, culture, relationship and behavior. The current state of the project can also be determined with the help of proper change management. Then after analyzing the desired position of the change management, the plans must be incorporated in the organization. Certain steps are needed to be followed by the management authority of the business organization to acquire the desired change. The impact of time, cost and quality for managing the changes, the associated risks and the relevant term that is scope creep is also elaborated in this report. 
1.Identification and analysis the impact of time, cost and quality for successful project implementation
It has been found that the major problems associated to the Big Dig project are its methods and addressed issues with the blueprint and design approaches. The subsurface conditions relevant to the project are absolutely underestimated.  Huge cost escalation occurred for determining the project risks and management problems. Even for preventing those risks different strategies were implemented those influenced the time, cost and quality of the project. Statement of work, project schedule, acceptance criteria and the functional components are the most important things those are needed to be considered before bringing any kind of changes in an organization (Flyvbjerg, 2013). Even, if anyone joins the team after certain time then he or she must go through the developed project details. In order to bring desired changes in an organization it is necessary for the finance manager of the project to estimate the budget properly. After considering the project activities besides cost a time should also be estimated. If the estimated time exceeds then the budget will also overflow. In addition to this, quality is another important thing that is strictly required to be considered by the management authority (Goetsch & Davis, 2014). Quality of both products and services are necessary to be maintained to gain competitive advantages and measurable revenue as well.
2.Identification of options for satisfying change request and the risks associated to it
It has been found that, different risks are associated to the organizational structure while bringing any kind of changes for any project. In order to satisfy the desired changes different options should be identified of a particular project (Hazen et al., 2014). For designing any project with accuracy and perfection the manger must focus on certain basic areas such as:

Determining the causes for cost escalation
Project work planning
Designing the Big Dig project construction associated risks
Development of underground utility protection
Utility program improvement in terms of safety, quality, schedule budget and time.
Development of a strong working relationship
Improvement f project organizational structure
Centralized decision making
Quality management
The value development by partnering

Issues might be associated to the project baseline or project events. Natural disaster or request from the stakeholders might be the risks (Rennstam & Karreman, 2014). The changes and issues associated to it are as follows:

Requested change



It is needed to be must focused for determining the root of the risks.

Involvement of sub contractors 

The subcontractors should be involved in the partnering period (Suma & LakshmiMadhuri, 2013).

Continuous change

Continuous changes and thorough oversight are essential.

3.Requested change and control management
In order to meet the requested changes control management and monitoring re referred to as the most important factors that must be considered. The necessary steps include:

Requested changes

Completion steps

 Design Changes

Original change

Ground-water conditions, weak soil and safety issues. Hence, the big dig project had a requirement for these changes.

Reason behind the demanded change

The safety changes would bring about the success for the project.

Success condition

It is expected that the changes would be completing the projects and the overall conditions of the project would be changed.

Expected completion

It is expected that the safety changes would be applied for the project and a strong working relationship would be developed

Expected values

Submission of review for change management


Defining option for creating response document

Number of name and option

Proposed solution



Final decision and project approval

4.Explaining scope creep using example
Scope creep
Scope creep is referred to as a process that is helpful to anticipate the original size of the project by which it is expected to grow. 
Example and Tools used for managing scope creep
In order to manage a scope creep different tools and techniques should be used based upon the type of a business (Petti, Briones & Long, 2014).
Example: In the present report we can consider the case of the Big Dig project. Some the utilities that were to be used were 150 years old and hence, they were to be replaced. The machines that built indicated complete lack of knowledge of the condition and the locations. Hence, they were to be replaced by the newer utility programs that would be resolving the issues and provide an efficient problems to the situation.
Tools: For mitigating this issue, the tools and techniques used include:

Detail analysis
Out of control project management
Thorough investigation on project vision
Understanding project priority
Defining project drivers

From the overall discussion it can be concluded that in order to meet the requirement of the consumers and for gaining competitive advantages identification of proper time, cost and quality are very much necessary for Big Dig construction project. On the other hand, for satisfying the desired changes in the project accurate tools should be incorporated. The term scope creep is also illustrated to complete the requested changes. Usage of certain tools and techniques are also illustrated in this report
Arjalies, D. L., & Mundy, J. (2013). The use of management control systems to manage CSR strategy: A levers of control perspective. Management Accounting Research, 24(4), 284-300.
Flyvbjerg, B. (2013). Quality control and due diligence in project management: Getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hazen, B. T., Boone, C. A., Ezell, J. D., & Jones-Farmer, L. A. (2014). Data quality for data science, predictive analytics, and big data in supply chain management: An introduction to the problem and suggestions for research and applications. International Journal of Production Economics, 154, 72-80.
Petti, F. R., Briones, P. L., & Long, W. (2014). Scope Creep: What Are the Limits Under IGRA on State Powers to Regulate Ancillary Non-Gaming Business Ventures. Gaming Law Review and Economics, 18(1), 19-29.
Rennstam, J., & Kärreman, D. (2014, August). Control work in complex organizations: Constructive disobedience, translation and peer reviewing in a hightech firm. yearly Academy of Management conference, Philadelphia, PA.
Suma, V., & LakshmiMadhuri, K. (2013). Influence of Scope Creep on Project Success: AComparative Study between Conventional ApproachVerses Agile Approach. In IEEE International Conference on Advanced research in Engineering and Technology (ICARET).

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