Project Change Management

Running head: PROJECT CHANGE MANAGEMENT 1

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PROJECT CHANGE MANAGEMENT 2

Changes characterize the execution of projects. Changes within projects are usually a

consequence of dynamic environments, discoveries, and shifts in timeframes. These factors alter

the scope and other critical restraints of a project, and it is thus prudent to analyze their impact

and manage how changes affect projects. Numerous organizations have policies and procedures

in place that guide changes within projects. This paper discusses the project change policies and

procedures in my organization.

To establish whether a change has or will take place during the execution of a project, it

is paramount to collect any material information related to the project. To this extent, project

teams within my organization have an information officer who is tasked with collecting relevant

information to the project. The information officer gathers information on the deviations from

the project’s estimates and changes within the company and the external environment. The

officer also receives directions, from the management, to change the course of the project. After

such information is gathered and compiled, it is assessed to establish how it will affect the

project. Some of the keys areas that are evaluated include changes to the: scope, budget,

schedule, talent and legal documentation.

The assessment exercise yields a recommendation report on how to go about the change.

From the report, the project manager can make an informed decision on whether or not to

proceed with the change. According to Ibbs, Wong, and Kwak, changes may be of great benefit

or deleterious to a project and it is therefore wise to make a decision based on factual evidence

(2001). Additionally, Harned (2017) asserts that the change management process is a continuous

learning exercise and should not have a definitive start and finish points.

PROJECT CHANGE MANAGEMENT 3

In conclusion, having a change management procedure helps with the execution of a

project. The system should be simple in structure to avoid over-concentration on project change

management and steer the project team from the actual implementation of the project. Every

member of the project team should also be conversant with the procedure to ensure that everyone

can deal with change every time it arises.

PROJECT CHANGE MANAGEMENT 4

References

Harned, B. (2017). Project Management for Humans: Helping People Get Things Done.

Rosenfeld Media.

Ibbs, C., Wong, C., & Kwak, Y. (2001). Project Change Management System. Journal of

Management In Engineering, 17(3), 159-165. http://dx.doi.org/10.1061/(asce)0742-

597x(2001)17:3(159)

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