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.