Answers:
Identification and analysis of time, cost and quality impacts of change on project and techniques to manage
Time: It is a major factor within the project plan of World Trade Center Cleanup Project. The project teams are not developing the project schedule after the changes. However, with use of efficient technology, it helps to complete the cleanup project before time. Changes in time affect the project work by causing delay (Heldman, 2013). Reduction of time influences the plan by increasing the cost and reducing the project scope. When the project is not completed on time, then it incurs cost overrun as project schedule is connected with cost. The techniques, which are used to manage time change request, is proper scheduling of project time as well as budget with use of Work Breakdown Structure (WBS).
Cost: The change in cost of the project has high return on investment. When there is reduction of cost, it results into increase of time and reduction of scope. Cost of the project increases as more resources are added to the plan to meet the planned timeframe (Project Management Institute, 2013). The technique used to manage the cost change is cost benefit analysis based on the World Trade Center project plan.
Quality: Poor quality of the project deliverables lessens the project success criteria. It influences the project success as well as customer satisfaction level. Lack of geographic positioning system quality influences the project outcomes (Snyder, 2013). The technique used to manage quality is quality management plan.
Identification of options of change request and associated risks for changes
The following are the options, which satisfy the change request:
The client of World Trade Center project requests for the changes in geographic positioning system, then the request should record along with informal evaluation of changes (Wysocki, 2013).
When the change request is accepted, there is allocation of development team those are responsible for changing into the project plan.
The project team should document the lessons learned concerning scheduling and budget (Project Management Institute, 2013).
The team designs the program for software change request and then testing is done. After approval of change request, date of implementation is fixed (Hayes, 2014).
The development team should implement the program and the project stakeholders should review the possible changes (Bradley, 2016).
The following are associated risks for changes in the project:
Financial risks: Changes in the project plan enhances the total planned budget. Then, the project fails to deliver the possible results.
Operation risk The supplier is not providing the required materials and equipments for changes on time (Goetsch & Davis, 2014). It influences the project by causing delay in time and increasing the cost.
Customer risk: Due to this risk, it fails to attract the clients towards their project plan. There is lot of absenteeism of members those are involved within the project. There are also selection of less expertise people for the project those have no knowledge and skills of handling geographic positioning system (Stark, 2015).
Change request/control form
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2. ANALYSIS OF THE CHANGE REQUEST
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Impact on the project objectives
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The project objectives are not meet when there are rapid changes in the operations of business.
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Impact on the cost
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It results into increase of time and reduction of scope. Cost of the project increases as more resources are added to the plan to meet the planned timeframe.
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Impact on time and schedule
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Changes in time affect the project work by causing delay. Reduction of time influences the plan by increasing the cost and reducing the project scope.
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Other impacts
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Poor quality of the project deliverables lessens the project success criteria. It influences the project success as well as customer satisfaction level. Lack of geographic positioning system quality influences the project outcomes. The technique used to manage quality is quality management plan.
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Comments
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All the employees of the organization should be aware of any changes within the business operations.
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Recommendations
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All the changes within the organization should be such that it does not influence the cost, time, scope and quality of project.
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Analysis carried out by
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Project manager
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Date
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27/04/2017
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Decisions of Changes
Scope Creep and use of tools and techniques to manage it
Scope creep within project management refers to the changes in the scope of project plan. It occurs at any point after beginning of the project. It occurs when there is undefined, undocumented as well as uncontrolled scope (Heldman, 2013). The scope creep results into poor change control, weak project manager, poor communication, lack of preliminary product flexibility and lack of preliminary identification of the project objectives. It results into cost overrun. When the team members involved with the project has poor considerate of the innovative project, change in market circumstances as well as opposing forces in the business. It occurs when there are further project objectives in the scope (Snyder, 2013). Due to change in project objectives, the project manager is unable to meet with the objectives.
The following are tools and techniques, which are used to manage scope creep:
Scope baseline: The project team members establish a baseline against the measurement of actual project scope. Scope baseline is created through proper planning to make sure that the project work is captured that supports agreed upon the scope (Wysocki, 2012). When the project is progressed, the team measures the project work as well as requirements to meet with its objectives.
Scope management plan: It provides with formal process to manage as well as control the project scope during the lifecycle of project. The senior management team has responsibility to manage as well as control the scope (Hayes, 2014). Development of this plan helps the team to manage the scope creep.
References
Bradley, G. (2016). Benefit Realisation Management: A practical guide to achieving benefits through change. CRC Press.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Heldman, K. (2013). PMP Project Management Professional Exam Study Guide (7th ed.). Indianapolis, IN: Wiley
Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK Guide®)(5th ed.). Newtown Square, Pennsylvania: Project Management Institute.
Snyder, C. S. (2013). A project manager’s book of forms: A companion to the PMBOK guide (2nd ed.). Indianapolis, IN: Wiley.
Stark, J. (2015). Product lifecycle management. In Product Lifecycle Management (pp. 1-29). Springer International Publishing.
Wysocki, R. K. (2012). Effective Project Management: Traditional, Agile, Extreme (6th ed.). Indianapolis, IN: Wiley.
