Change Requirement & Project Lifecycle 


In the course of managing a project, a change is known to be a process that reconstructs or even creates an influence on a project. Also, it creates an influence on a work, procedure, construction or even in terms of the operations related to a particular work (Cameron et al., 2019).  

Change Requirements

  • It has been determined from the given case study that the educational department of the ASQ is required to work towards enhancing the total quality of education they are providing. Their aim is to enhance the educational standards in all kinds of educational settings. In this context, they are required to bring about a change that will assist the employees, organization as well as the clients to have an understanding about the techniques and idea of managing quality in the standard of education they are providing. 

  • Also, it has been determined by the leaders that the organization should bring about changes to be able to fulfill the requirements of their customers in a more adequate manner (Hornstein, 2015) . The biggest reason for this was the lack of funds on the part of the organization, that is known to be a common concern for the majority of the small and medium sized companies. 

Impact of the Changes on the Project Plan

  • According to the case study, the planning phase included the process of creating a comprehensive strategy to manage the required project. Also, it should mention the action plan in terms of attaining the goals of that particular assignment. In this phase, an adequate measurement system was determined along with the documentation of the present condition procedure (Kerzner, 2017). This was determined in terms of the two commodities of the ASQ’s educational department that were in alignment with the evaluation as well as the exploration stages in terms of the techniques of LSS DMAIC. 

  • Moreover, investigative questions were asked from the leaders of the organization and a secondary survey was conducted that assisted in finding out the most important commodities and services of the organization that should be its key concentration. 

Impact of the Changes on the Process Team

  • A new theory was created to depict the unification of their marketing segmentation and to transform the same into an underlying book. This was used as configuration to create more latest covers in case of any upcoming problems (Meredith et al., 2017). 

  • Also, the process of development was optimized with an attempt to minimize and scope of repetitive performance (Fleming et al., 2016). 

Impact of the Changes on Project Management Lifecycle

  • As per the case study, the case of the book has many powerful components. But the problem here is that it was very much stable in terms of its marketing segmentation. Moreover, the concerned procedure did not even make an initiative to maximize the consumption of the restricted funds of the educational system department of the ASQ. 

  • Furthermore, the present organizational layout and functionings in terms of a particular commodity or a function requires a transformation to lead to a greater level of effectiveness of the organization. Feasible options are required to be developed to offer commodities and functions to its employees as well as clients (Heagney, 2016). 


Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Retrieved from 

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298. Retrieved from 

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. Retrieved from 

Meredith, J. R., Shafer, S. M., & Mantel Jr, S. J. (2017). Project Management: A Strategic Managerial Approach. John Wiley & Sons. Retrieved from 

Heagney, J. (2016). Fundamentals of project management. Amacom. Retrieved from 

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute. Retrieved from 

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