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1.You clearly get the priority list from management in writing.
2.Explain the implications to the management about switching to different projects in terms of schedule delay,decrease in productivity(because it takes some effort to switch between different projects)
3.Keep communicating to the team about change in priorities and keep motivating them
to summarize communicate always,be flexible about the changes and be adapatable, set the expectations to all the stakeholders,negotiate and influence.
PMP Exam answer would be:
conduct a formal change request and perfomr the change control process
You must communicate the impact to the projects clearly and promptly. It's not unusual for the impact to the accelerated project to get all the focus, and there is not enough evaluation on the delayed project(s). As Markus points out, change control process must be followed. And a new project baseline is justified.
Once the impact is understood and all stakeholders are aware, the PM should not feel as though the delayed project is now late. Manage to the new baseline and of course hope the team can do better, but it's unproductive and unmotivating for the entire team to feel constant pressure because they "are late" due to reasons they cannot control.
You can first workout the implication of change / shifting of resources. Then this impact must be approved through the higher management. Then, you have to communicate the change in timelines / cost etc. to all the stakeholders as well as sponsor of project A and project B.Once it is through, you have to make revised baseline plan and track it accordingly.
It is not a matter of type of organization. It is a matter of project governance or, in this case, program/portfolio governance. There is a "new" wave that, in my opinion, it will be the future to manage projects in our discipline: manage by value. So, you have to take all the information and change impact in all related project portfolio or program and you have to perform an stage gate meeting with the key stakeholders (people who take the decision in your company) in order to decide what to do. It can be manage at a change at portfolio/program level.
Sometimes priorities are set by program managers or portfolio managers based upon the value a particular project is generating. In this conditions you should defend your project performance with the approved plan. Any possibility of delay should be reported and a revised plan will be prepared after approval from CCB.
It's natural course of change management & realignment of priorities among various projects. Its time for Perform Integrated change control & Risk management.
I am pretty sure any professional organization will assess the impact of any move prior to taking any action especially that all projects are of high priority.
You have to assess the impact of their decision, present it to them and follow the change control procedure.
It happens that sometimes projects loses its business objective and is no more of value to the company to the move it to the bottom of the shelve.
As many have said, external impact should be captured, evaluated, and reflected in the change control process for the specific project, but it may be time to advocate for a broader portfolio management process if this has become a common occurrence.
Good luck - there is nothing more frustrating than having a highly productive project team torn asunder for the next shiny opportunity that may turn out to be fool's gold.
Thanks all for your feedback
Nature of business and culture also contributes towards shifting priories
If organisation is dealing in luxury or auction items (like rare paintings, expensive jewellery , antique pieces etc.) , are not trading like other businesses. They have enough time to evaluate impacts on business value and they think they have more bargaining power
They may have their own framework for project management .
It is more challenging to work with people who are not aware what is PMP
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