We are receiving a lot of change notes that I think are more overruns, or mismanagement of the project etc. Does anyone have a good criteria that they determine a budget/scope Change needs to meet?
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Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
A ‘real’ project change should be backed by a good business reason. For example, a competitor’s move could suddenly open a new opportunity the project can exploit, or political strife could necessitate a change to the project scope.
I agree that many project changes are due to mismanagement, and running out of funds or not completing tasks on time are not grounds for a project change request. Saving Changes...
Matthew MoreyProject Turn Around and Recovery Expert| C4 Explosive Leadership Training LLCOld Hickory, Tn, United States
To echo Eric, I agree that real changes should be backed by good business reasons. In the past, depending on the size and complexity of the project (as well as the environment of the organization) I've asked requestors to fill out a form that indicates why the change is necessary, which I then feed to my team for input related to making a real change order for approval. I've used it on IT as well as Engineering Design projects. You would be amazed how many requests disappear when someone is asked to write down why, and then you are more likely to get real requests rather than a "good idea." Saving Changes...
Philippe SchulerSenior Instructor/Lecturer in Project/Program/Account PMO Management| Independant ConsultantLes Choux, France
I do agree with Eric and Matthew. It is really important to chase the "wishes" and the "wrong changes". As Matthew says these can be eliminated by formalizing or explaning the reason of changes. In addition in my organization we have defined a change to a project can be considered only when it impacts either the Baseline or the Contract (or both). Saving Changes...
Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
When A change is requested to approved baselines, through Integrated Change Control an impact assessment needs to be performed.
This includes analyzing risk of making or not making the change, impact of the change on the Project objectives or business case, impact of change to cost, time, scope, quality , human resources.
The impact analysis is presented to the Change Advisory board and advice is sought whether to make the change or not . The output of integrated change control is a change log which is a formal written record of such an assessment performed on the change and the approved change itself.
When the CAB and the sponsor sign off on the change, the baselines need to be updated to reflect the new plans.
If the change is rejected, the log reflects the decisions and the Project manager proceeds as usual.
If you are a delivery manager who is delivering a work package, the onus is on the Project Manager to shield you from the whole approval process . When a change request is received (in writing/ Formally NOT Verbally) , The PM's focus must be to request you to gather team estimates and perform impact assessment and present the results to the CAB to obtain advice. The PM Must not ask you to make any changes unless he/she can evidence the approval of the change from the CAB. Then the PM MUST make sure he/she has updated the schedule to reflect your new delivery schedule Saving Changes...
