Jayson ReadProject ManagerEden Prairie, Mn, United States
I'm starting on a new team and the manager has told me that they have no scope change management process and they want one. This is a team of about 26 people who are almost segregated by functional tracks and service lines (silos within the silo, if you will) and work within their groups with their make-shift processes; few of which are very similar.
Being new to the team, I don't want to step on toes and start implementing process out of the gate which could cause some animosity. Being their project manager, I need their trust and confidence and starting off with angst towards me would be catistrophic.
Has any other ganttheads been in this situation before and how have you approched it? Or do you have any thoughts or ideas you could throw my way to start building this out. Also note, they don't have a consistent method of estimation or guidelines which I think is the first step in building the scope change management process.
Thank you in advance for your advice and help! Saving Changes...
For a situation that sounds so obviously dysfunctional, I believe it's a safe bet to say that the people on your team must have already noticed everything that's going wrong. If you want to start changing things while not stepping on anyone's toes (better yet, get everyone's buy-in), I would suggest arranging the situation to make it look like the idea of change comes from them, and not from you. Get your people in a room, or meet them one-to-one, and allow them to speak their piece and tell you everything they think needs improvement. Then start building your change one careful step at a time based on what your team has told you. Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Jayson
Good question. I would suggest to get them involved. Tell them how to do it will not work and they will most likely forget or not engage.
You are new so a kick off meeting cold be the start ask them what they think should be improved and how. Listen to them and agree to discuss this with the team leads to have a common process taking their ideas into account.
If they feel everything is honky-dory you could post some questions like How do you experience the scope change process? What do you think of the collaboration with the other teams? Which estimation process is followed?
hopes this helps Hans Saving Changes...
Andrew CotterellTransformation Manager| World Intellectual Property OrganisationGeneva, Switzerland
You should point out to the team that you are introducing the new process in order to protect them.
Wherever there are teams such as yours working without proper scope control you will usually find that they are either over-worked or have a backlog and that they suffer criticism from stakeholders for non-delivery. By controlling scope changes you will make all of this better by setting realistic expectations with stakeholders.
Speaking of which; it is more likely to be your stakeholders who are offended by the introduction of scope management, since they are probably accustomed to throwing in new requirements without any resistance.
Andy Saving Changes...
Jayson ReadProject ManagerEden Prairie, Mn, United States
Thanks for the ideas. Andrew, I'm starting the stakeholder angle this week with a lunch meeting with the main business champion where I plan to start planting the seed with him. I feel as though I need his support on this (to bring the bat) when the other stakeholders potentially revolt against the process. Saving Changes...
Implementing change management for the organization, you can try the best trusted tools available for the same. It will help you in managing the organization. The tool will also provide you the methods you want.
I know it's been a while since your posting Jayson, I'm curious if you can share how you managed to implement scope change management in this situation. Saving Changes...
