Project leaders must shepherd initiatives in which change is a very real piece of the final deliverable. New technology, infrastructure and processes bring about updated policies, procedures and other adjustments, which often elicit resistance and fear. Here are some techniques and communication tools for managing the dynamics of change.
There are a lot of changes that can happen in a project that have a relatively low impact, but changes that impact your scope ripple through your project and become magnified. Scope screep is sneaky and it often happens when you least suspect. Here’s a primer on containing it.
Flawed estimates, accounting anomalies and permanent or minor variances can cause budget issues. Some you just have to deal with, and get the rest of the work done with less. But many can be managed. By defining acceptable variances and monitoring your reserves, you can keep most projects on course.
In the second installment of our Managing Project Change series, the author focuses on changes to schedule, discussing the possibility that they bring new opportunities; the difference between response and reaction; and the drawbacks of ‘fast tracking’ and ‘crashing.’
In this new series on Managing Project Change, a veteran project leader discusses how to deal with change so that it doesn’t derail your project. Change can be good, bad or something in between. Here, she outlines the four primary choices for responding to it.
A project of any significant length will deviate from its original plan in response to new or unforeseen circumstances. This is fine as long as the changes are understood and managed. But if changes are introduced on a whim, you no longer have a project. You have anarchy.
Every project experiences problems, but there are telltale symptoms that identify a project in need of the prioritization and discipline of a systemic rescue. Project managers who understand the sources of these potential problems have a much better chance to control and moderate their influences throughout the project lifecycle.
Organizations that buy a technology solution also must "buy in" to a methodology to implement it. And though the solution's features and cost receive the upfront attention in the selection process, it is the implementation that will largely impact end-user satisfaction, ROI and benefits realization.