Project Charter Change Management

Questions: 1. Define Issue and Follow Up plan re-plan cause of 2 major.2. Define Risk, Exposure and Mitigate Plan.3. Update Current Progress of each Issue and Risk. Answers: Change management can be defined as the process aimed at bringing about transmission in the processes and activities being conducted in an organization, so as to bring about changes in the manner the resources were utilized, the budget was allocated or the work activities were planned. Researcher Burke ( 2013) is of the opinion that in the context of project management, change management can be defined as the chain of activities that are conducted when the requests of including changes in the scope or revising the scope are made from the end of any of the stakeholders associated with the project. The following change management activities would be conducted in case any change request is made from the client end in case of the project under consideration: Documentation of the change request: The very first step associated with the change management process is to gather detailed information regarding the change that is being requested, and to document the same. Considering the change being request: The documentation of the change request would be followed by the identification of the scope of the change. The change request would be reviewed on the basis of the following factors: The reason which has lead the client (or the other stakeholder representatives) to place the change request. The possible outcomes of including the changes in the project iii. The changes in the progress already achieved in the project: the extent to which the project activities would have to be rolled back, or would be affected by the inclusion of the changes requested by the stakeholders in the scope of the project. The effect of including the changes in the scope of the project on the resources allocated to the budget. The effect of including the changes in the scope of the project on the budget allocated to the project. Reviewing the outcomes of the change: In case the consideration of the above mentioned factors leads to the conclusion that the inclusion of the changes requested by the stakeholder representatives is feasible, the risk factors associated with the same would be revised , along with the development of the plans required for maintaining quality level of the project. Forwarding the analysis of the change request to the senior management: A well documented report containing the detailed analysis of the change request, as conducted in the last two phases has to be submitted to the senior management associated with the project, so as to male further decision on the case. Revealing the decision: The decision taken by the senior management associated with the project would finally be communicated with the client ( or any other stakeholder representative) who had requested the change. Communicating with Stakeholders: The following table depicts the mechanisms to be followed while communicating with the stakeholders associated with the project in consideration: Sl. No Stakeholder Need for communication Mode of communication Medium of communication 1 VP of UW Non-Motor (Project Sponsor) 1. Inform progress of project 2. Inform budgetary needs Formal 1. Official mails 2. Detailed and well documented reports 2 Business Project Manager Inform progress of project Formal 1. Official mails 2. Detailed and well documented reports 3 Project Manager Inform progress of project Formal, Informal 1. Official mails 2. Weekly progress reports 4 Business Analyst 1. Inform progress of project 2. Inform any changes in the project requirements Formal 1. Official mails 5 Technical Lead (Vendor2) 1. Inform any changes in the project requirements 2. updates regarding the procurement phase Formal, Informal 1. Official mails 2. Detailed and well documented reports 6 Underwriting Non-Motor Department 1. Inform progress of project 2. Inform any changes in the project requirements Formal Official mails 7 Sales Marketing Departments Specifications of the system being developed Formal Official mails 8 Claims Department Changes in process Formal Official mails 9 IT Department Specifications of the system being developed Formal Official mails 10 User Specifications of the system being developed Informal Product brochures Project Closure: Experts in the domain of project management are of the opinion that the final phase of a project cycle, associated with the closing down of all project activities and reporting the success of the same to the clients and sponsors (Meng 2012). The following activities would be conducted the closing phase of the project being discussed in this report: Conducting a formal sign off with the customer: After delivering the Non-Motor Geocoding for Fire and Risk Accumulation system to the client, a formal signoff would be conducted so as formally declare the delivery of the same to the client site. A positive response from the client end at this particular phase of the project would indicate that the project team has been successful at meeting the primary requirements of the client. Analyzing the product scope: Delivering the Non-Motor Geocoding for Fire and Risk Accumulation system to the client and conducting a formal signoff with the same would be followed with a final analysis of the project scope. The final analysis would allow the project team to verify the fact that all the elements mentioned in the project scope has been included in the system that has been delivered to the client. Resource release: The next step after conducting the formal signoff and reviewing the product scope for the final time is to release the resources that were allocated to the project ( including the members of the project team) to their respective departments. This particular activity would ensure the availability of these resources to other organizational projects. Procurement closure: After releasing the resources allocated to the project, the closure procedure would be followed with all the contactors associated with the project to mark an end to the procurement activities. Management of project files: The procurement closure phase would be followed by management activities leading to the proper indexing of all the files and reports documented in the life cycle of the project. Documenting the lessons learnt: The final task associated with the project closure phase would be to document the lessons learnt throughout the life cycle phase of the project. This particular activity would help the team in conducting similar projects in future with much ease. Bibliography Burke, R., 2013. Project management: planning and control techniques.New Jersey, USA. Chia, R., 2013. Paradigms and perspectives in organizational project management research: implications for knowledge creation.Novel Approaches to Organizational Project Management Research: Translational and Transformational. Copenhagen Business School Press, Copenhagen, pp.33-55. Heagney, J., 2012.Fundamentals of project management. AMACOM Div American Mgmt Assn. Kerzner, H.R., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Marchewka, J.T., 2014.Information technology project management. John Wiley Sons. Martinsuo, M., 2013. Project portfolio management in practice and in context.International Journal of Project Management,31(6), pp.794-803. Meng, X., 2012. The effect of relationship management on project performance in construction.International journal of project management,30(2), pp.188-198. Turner, R., 2016.Gower handbook of project management. Routledge.