Change Control Management and its function Change control management refers to the mechanisms established in a project to document and authorize changes that may occur during the project cycle. It has the mandate of ensuring that relevant authority approves every amendment prior to execution. According to Gray and Larson (2008, Chapter 11), such a management “shapes and influences the internal culture of the project team.” Change is inevitable. It may arise from within or without thus demanding a change control management that exercises a sound performance. The management shows what issues have come up analyzing their possible impacts. Secondly, it proposes the best alternative options based on consensus suggesting a possible way forward. A risk profile and its benefits A risk profile refers to the outline of reservations that a task can face. It scrutinizes the impending threats, the probability of adverse effects bound to come, the level of interferences, financial implications, and the effect of decision making at the time (Gray & Larson, 2008, Chapter 7). One can attain a risk profile through risk analysis, a modus operandi for evaluating uncertainties. However, risk profiling helps significantly in identifying and prioritizing risks as well as allocating responsibilities to the relevant people. It also improves the project performance by sticking to the objectives of the project amidst changes that might slow it down. The project leader is attentively conscious of impeding uncertainties within the project cycle. Functional conflict A functional conflict refers to a constructive clash of ideas. It is a tension reliever amongst colleagues, workmates, or teammates. Such a conflict is highly encouraging as it provides the channel of tabling crises and curiosity thus promoting self-evaluation, cohesion, and attitudinal change. In fact, Gray and Larson (2008) confirm the claim pointing out how the particular conflict “contributes to superior solutions while being on guard against a dysfunctional conflict that can break a team apart” (Chapter 11). The conflict further enhances communication creating a spirit of teamwork and togetherness. Conflict confronts the status quo allowing the rebirth of new ideas and re-evaluation of group targets and actions. The four major steps in facilitating the group decision-making process There exist four major helpful steps in decision-making preceded by a committed and competent team, guiding principles, goal setting, and a group reward system. The need to realize one’s goals and objectives in life stands out as the first step that pushes him/her into joining a particular vision-oriented group. Members, therefore, have the objectives of coming together to achieve desired outcomes. In addition, members have to show some degree of dedication to the group activities if they want it to succeed. Secondly, a delegation of responsibilities and duties among the team is imperative. Another aspect or rather step in decision-making is the setting out of guiding rules and regulations to govern the group’s code of conduct as its members work together. Lastly, a reward system is very important in motivating the members. Better result