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Keep a lid on contractor costs by formalizing the process of “casual” or “temporary” position requisitions.
This method of diagramming allows the project manager to facilitate a group session in order to efficiently determine causes of a particular problem affecting the project. Once root causes are identified, appropriate actions toward resolution are more easily identified.
Projects mean change, and change by its very nature can be threatening. Manage change intelligently with documented procedures and record keeping. This change tracking form should help.
Use this simple log to keep track of changes, including their impact on scope, cost and time. This is to be used in conjunction with the Program Change Request Template.
The only constant in life (and projects) is change. This plan documents a change control procedure that can handle the messiest and most extensive of changes.
This document presents the detailed plan for integrating change in the organization. For small changes consider including relevant elements of the document to the Project HEADWAY Project Plan template. For medium changes consider the relevance of a lite Change Management Plan. For large changes complete the Change Management Plan and consider other elements to be added that add to the likelihood of the adoption of the change.
This document provides the project sponsor, the steering committee and other stakeholders with an understanding of how the change is being received. The status report template allows the project manager to provide the audience members with a high-level view of the status of the change. The template provides them with enough information in order to for them to understand change progress whilst not so much information as to overwhelm them.
This document provides a high-level Change Readiness Summary to be inserted to the Business Case. For smaller projects the Change Readiness Assessment may be more useful to relate this change to the other changes planned or underway in the area of the organization affected, contributing to the cumulative change picture. For large projects this represents a key element where absolute clarity is required at the senior decision-making level prior to embarking upon detailed planning of the change.
This document helps you capture the key messages, list the target audiences, align the timing for communication and identify the most effective communication channels in relation to these three elements. For small departmental changes, the document can consist of 1-2 pages. For large transformational changes, the document may consist of up to 8-10 pages (or more) and include an internal and external communication plan.