## 3 Results
Regarding the number of days from creation to planning of a change request and the number of days from planning to effective implementation of a change request, in Figure 8a,b we present the boxplots clustered by company for each type of process change request; the differences between the two researched companies are visible. Figure 6: The structure of the change requests’ statuses for Company B.  
Figure 7: The structures of the types of processes proposed for change. The detailed structures of the indicators are presented in Table 6 as follows:  
* Regarding the number of days from creation to planning of a change request, for company A, the numbers of days between creation and planning are mostly (25%) approximately 101-200 days followed by 51-100 days (16%), 201-300 days (15%), and over 300 days (14%); for company B, the numbers of days are mostly under 10 days (58%) followed by 11-20 days (27%). * For the number of days from planning to effective implementation of a change request, for company A, the extremes for the number of days between planning and effective implementation are equal at 36%, respectively, under 10 days and above 300 days, followed by the interval of 101-200 days (20%); for company B, the numbers of days between planning and implementation are in the intervals 11-20 days (51%) followed by 21-30 days (35%). \begin{table}
\begin{tabular}{c c c c c c c c c} \hline \hline  & \multicolumn{3}{c}{**The Number of Days from Creation to Planning of**} & \multicolumn{3}{c}{**The Number of Days from Planning to**} \\  & \multicolumn{3}{c}{**Change Requests**} & \multicolumn{3}{c}{**Effective Implementation of Change Requests**} \\ \cline{2-9}
**Intervals** & \multicolumn{3}{c}{**Company A**} & \multicolumn{3}{c}{**Company B**} & \multicolumn{3}{c}{**Company A**} & \multicolumn{3}{c}{**Company B**} \\ \cline{2-9}  & \multicolumn{3}{c}{**\%**} & \multicolumn{3}{c}{**\%**} & \multicolumn{3}{c}{**\%**} & \multicolumn{3}{c}{**\%**} & \multicolumn{3}{c}{**\%**} \\ \hline \(<\)10 days & 10 & 4.7 & 422 & 57.5 & 78 & 36.3 & 5 & 0.7 \\
11–20 days & 23 & 10.7 & 196 & 26.7 & 11 & 5.1 & 371 & 50.5 \\
21–30 days & 10 & 4.7 & 72 & 9.8 & 11 & 5.1 & 253 & 34.5 \\
31–50 days & 21 & 9.8 & 29 & 4.0 & 11 & 5.1 & 82 & 11.2 \\
51–100 days & 34 & 15.8 & 10 & 1.4 & 29 & 13.5 & 18 & 2.5 \\
101–200 days & 54 & 25.1 & 2 & 0.3 & 42 & 19.5 & 2 & 0.3 \\
201–300 days & 32 & 14.9 & 0 & 0 & 33 & 15.3 & 1 & 0.1 \\ \(>\)300 days & 31 & 14.4 & 2 & 0.3 & 78 & 36.3 & 2 & 0.3 \\ Total & 215 & 100.0 & 734 & 100.0 & 215 & 100.0 & 734 & 100.0 \\ \hline \hline \end{tabular}
\end{table} 
Table 6: Descriptive statistics for the number of days between the phases (i.e., proposal, planning, and implementation phases). Figure 8: Boxplots for the number of days between the phases for each type of process change request. ((**a**)—number of days from creation to planning of change request, (**b**)—number of days from planning to effective implementation of change request). This structure practically confirms the polarization of these variables between the researched companies. To test if the visible differences between the two companies are statistically significant, a Student's \(t\)-test for independent samples was applied. The results, presented in Table 7, statistically confirm that the means of the variables are statistically significantly different. Practically, Company A has long-term intervals from change creation to planning and from planning to effective implementation of change requests, and company B has the opposite, i.e., short-term intervals from change creation to planning and from planning to effective implementation of change requests. By applying the Mann--Whitney test for independent samples, we find that between the two companies, statistically significant differences exist only for the month of effective implementation of change requests (Table 8 and Figure 9).