Roundtable Presentation
As a synthesis of the prior eleven weeks, each student will create and lead a round table discussion, using a video recorded platform (e.g. Zoom or Teams) with members of your Group or other current classmates (3 people at minimum). Students will each lead a round table discussion using 5 of the topics covered in the past eleven weeks. The round table discussion must not exceed 20 minutes but must be at least 15 minutes in duration.
Application of Learning:
Video/Presentation must meet time and all other specifications (points deducted for exceeding time requirement and not following the directions outlined)
This Final Exam is an Individual Project
As the host/leader you must clearly identify/introduce yourself and the purpose of the round table discussion – “UMGC IT Project Management Final Exam (give the date & year)”
Your appearance on camera is optional (including classmates)
Round table event must be professionally conducted
Vocals must be clear, concise, and audible
As the Host, you are being graded on your knowledge of the subject matter. Please provide a clear overview upfront of the subjects you’re planning to discuss.
It is always best to use briefing slides to help organize the discussion.
Most of all, enjoy the journey, be creative – think outside of the box in creating your presentation.
Slide 1
ITEC 640 – Lesson 7
Risk Management
Week 8
Welcome to lesson 7. This week’s lesson includes a discussion of risk
management, a very proactive process. Risks are often overlooked
or not considered until it is too late. To be effective risks must be
considered up front to minimize negative affects.
NOTE: All slides and lessons for this class were developed by Dr. K. Nance
and revised by Dr. C. Howard
Slide 2
Topics
Risk Definitions
n Risk Factors
n Risk Management Process
n Summary
n
Slide 2 lists the topics that we will investigate this week.
Slide 3
Risk Definitions
A risk or risk event is a discrete
occurrence that may affect the project
for good or bad.
Risk averse is someone who does not
want to take risks.
Before we discuss risk, there are some general terms with which you should be
familiar. The first definition is different than the traditional term “risk” that is used
with respect to IT projects. It is important to note that risks may have positive as
well as negative impacts on a project. The “risk averse” tend to not deal well with
uncertainty, thus do not want to take risks.
Slide 4
Risk Definitions
Uncertainty is an uncommon state of
nature, characterized by the absence of
any information related to a desired
outcome.
Risk tolerance is the amount of risk that is
acceptable (tolerance level).
Uncertainty on projects is unavoidable because projects are each unique.
Slide 5
Risk Factors
When looking at a risk, one should
determine the following:
n The probability that it will occur
(what)
n The range of possible outcomes
(impact or amount at stake)
n Expected timing (when) in the project
life cycle
n Anticipated frequency of risk events
from that course (how often)
This slide discusses what you should look at when considering a risk. Range of
outcomes can affect cost, time, and other project details.
Slide 6
Risk Management
Risk management is the processes
involved with identifying, analyzing,
and responding to risk. It includes
maximizing the result of positive
events and minimizing the
consequence of adverse events.
Note again the dual characteristics of risks, and the appropriate actions
associated with each.
Slide 7
Risk Management Process
The risk management process includes the
following six steps:
n Risk management planning
n Risk identification
n Qualitative risk analysis
n Quantitative risk analysis
n Risk response planning
n Risk monitoring and control
This list makes the process seems somewhat simplified, but each of these steps
requires significant action. There are also many tools and techniques associated
with each step.
Slide 8
Step 1 Risk Management Plan
The risk management plan may include
n Methodology
n Roles and responsibilities
n Budgeting for the risk management process
n Timing of risks
n Scoring and interpretation of risks
n Thresholds
n Reporting formats
n Tracking
Risk management plans vary greatly from project to project and differ greatly
between software projects and other projects. Weather rarely has a large impact
on software development, but impacts construction projects significantly.
Embedded systems frequently have hardware risks, whereas database systems
rarely have a high impact due to hardware.
Slide 9
Step 2 Risk Identification
Risk identification means determining which risks
might affect the project and documenting their
characteristics.
It is frequently difficult to determine when to stop identifying risks. You could
continue indefinitely. There is generally some relationship between “where to
draw the line” and “the probability of a risk occurring.”
Slide 10
Risk Categories
Risk categories include:
n Technical, quality, or performance
risks
n Project management risks
n Organizational risks
n External risks
These categories of risk can be due to forces that are:
External – regulatory, environmental, government, market shifts
Internal – Time, cost, unforeseen conditions, scope changes
Technical – Changes in technology
Unforeseeable – Only a small portion of risks are unforeseeable…
Slide 11
Step 3 Qualitative Risk Analysis
Qualitative risk analysis is a subjective
analysis of risks to:
Determine which risk events warrant a
response
n Determine the probability and impact of
identified risks
n Determine which risks deserve further analysis
n Document non-critical or non-top risks
n Determine the overall risk ranking for the
project.
n
Qualitative risk analysis is easier than quantitative because it is subjective.
Slide 12
Step 4 Quantitative Risk Analysis
Quantitative risk analysis is a numerical
analysis of the highest risks on a project
to:
Determine which risk events warrant a
response
n Determine overall project risk
n Determine the quantified probability of meeting
project objectives
n Determine cost and schedule reserves
n Create realistic and achievable costs, schedule,
or scope targets.
n
Quantitative risk analysis is frequently difficult as assigning a numerical value is
difficult. For example, officials often develop initial damage estimates from
natural disasters. These are revised when the real damages are accessed.
Slide 13
Step 5 Risk Response Planning
Risk response planning involves figuring
out what we are going to do about risks.
During this step:
Strategies are agreed upon in advance by all
parties
n Primary and backup strategies are selected
n Risks are assigned to individuals and groups to
take responsibility
n Strategies are reviewed over the life of the
project.
n
This step involves maximizing the positive risks and minimizing the negative
risks.
Slide 14
Step 5 Risk Response Strategies
Risk response strategies include:
Avoidance – Eliminate the threat by eliminating
the cause
n Mitigation – Reduce the probability or
consequence of a bad risk and increase the
probability or consequences of a good risk
n Acceptance – Do nothing. Accept the risk.
n Transference – Make another party responsible
for the risk.
n
How you choose to deal with risk varies with each risk. You are more likely to
ACCEPT a low probability risk than a high probability risk. You would be more
likely to expend effort AVOIDING a risk with a high negative quantitative impact
than one with a low quantitative impact.
Slide 15
Step 5 Risk Monitoring and Control
Risk monitoring involves managing the
project according to the risk response
plan and may include the following
activities:
Keeping track of the identified risks
Implementing risk responses
n Looking for the occurrence of risk triggers
n Monitoring residual risks
n Identifying new risks
n Ensuring the execution of risk plans
n Evaluating the effectiveness of risk plans
n
n
This step involves understanding the potential risks and scanning for risk..
Slide 16
Step 5 Risk Monitoring and Control
Risk control involves managing the
project according to the risk response
plan and may include the following
activities:
Developing new risk responses
Communicating risk status and collecting risk
status
n Communicating with stakeholders about risks
n Determining if assumptions are still valid
n Revisiting low ranking or non-critical risks to
see if risk responses need to be determined.
n
n
Frequently this step also involves contingency plans, which are planned
responses to risks set up during risk response planning.
Slide 17
Step 5 Risk Monitoring and Control
Risk monitoring and control involves managing
the project according to the risk response
plan and may include the following activities:
Taking corrective action to adjust to the severity of actual
risk events.
n Looking for unexpected effects or consequences of risk
events.
n Re-evaluating risk identification, qualification, and
quantification when the project deviates from the
baseline
n Updating risk plans
n Making changes to the project plan when new risk
responses are developed
n Creating a database of risk data.
n
Frequently this step also involves contingency plans, which are planned
responses to risks set up during risk response planning.
Slide 16
Concluding Thoughts
This lesson reviewed risk management at all
stages of the project. The steps for
managing risk are described to allow project
managers to accurately estimate and
manage risks.
To reinforce the learning, think about the content we covered in the slides and
readings. What are you learning this week? What are the key points?
ks.
Slide 1
ITEC 640 – Lesson 8
Procurement Management
Week 9
Welcome to lesson 8. This week’s lesson includes a discussion of procurement
management as a essential part of a project.
NOTE: All slides and lessons for this class were developed by Dr. K. Nance and revised by Dr. C. Howard
Slide 2
Topics
Procurement Definitions
n Contracting Process
n Summary
n
Slide 2 lists the topics that we will investigate this week.
Slide 3
Procurement Definitions
Procurement managements includes the
processes required to acquire goods and
services from outside the performing
organization
Procurement of intellectual, rather than physical labor is common in
software projects.
Slide 4
Procurement Definitions
In order to have a legal contract you must
have the following:
n An offer
n Acceptance
n Consideration – something of value
n Legal Capacity – separate legal
parties
n Legal Purpose – cannot contract sale
of illegal goods
Note that a contract doesn’t have to be written. However, oral contracts for
contracts are discouraged as they are more subject to misunderstanding and
later disagreements about what was agreed.
Slide 5
Contracting Process – Step 1
Procurement Planning
The major decision is “MAKE or BUY”
BUY –
n
Decreases risk
MAKE
Good if you have an idle workforce
Good if you want to retain control
n Good if the work involves proprietary
information or procedures
n
n
Most of the remaining material is devoted to the contracting process. Make or
buy? This is where you decide which portions of the project will be completed by
your project team and which portions will be subcontracted. In order to effectively
accomplish this task, a cost/benefit analysis must be undertaken.
Slide 6
Contracting Process – Step 1
Procurement Planning
Contract Types
CR – Cost reimbursable
CPFF – Cost plus fixed fee
CPCC – Cost plus percentage of costs
n CPIF – Cost plus incentive fee
n
n
Examples of each are below:
CPFF
Contract = Cost plus a fee of $100,000
CPCC
Contract = Cost plus 10% of costs as fees
CPIF
Contract = Cost plus a fee of $100,000. For every month the project is completed
sooner than agreed, the seller will receive an additional $10,000.
Slide 7
Contracting Process – Step 1
Procurement Planning
Contract Types
CR – Cost reimbursable
n
T&M – Time and Materials
(also called unit price)
Example:
T&M
Contract = $100 per hour plus materials at cost or $3 per foot of network cable.
Slide 8
Contracting Process – Step 1
Procurement Planning
Contract Types
FP – Fixed Price
n
n
FPIF – Fixed Price Incentive Fee
FPEPA – Fixed Price Economic Price
Adjustment
Examples:
FP
Contract = $1,100,000
FPIF
Contract = $1,100,000. For every month you finish the project early, you will
receive $10,000
FPEPA
Contract = $1,100,000 but a price increase will be allowed in year 2 based on the
US Consumer Price Increase report for year 1.
Slide 9
Contracting Process – Step 2
Solicitation Planning
Procurement documents are the
documents put together by the buyer to
sell the seller their needs.
Procurement documents may include the following:
l
l
l
l
l
l
l
l
Information for sellers
Background information
Procedures for replying
Guidelines for preparation of the proposal
Evaluation criteria
Pricing forms
Scope of Work
Proposed terms and conditions of the contract
Slide 10
Contracting Process – Step 2
Solicitation Planning
Well-planned procurement documents can
have the following effects on the project:
n Easier comparison of sellers’ responses
n More complete proposals
n More accurate pricing
n Decrease in the amount of charges to
the project
Many organizations develop Requests for Proposals (RFP) which ask vendors and
contractors to submit bids and specify exact requirements for contractors.
Slide 11
Contracting Process – Step 2
Solicitation Planning
Procurement documents may take the
following forms:
n RFP – Request for proposal
n IFB – Invitation for bid
n RFQ – Request for quotation
Software projects tend to use RFP and also face special challenges. The first
step in many software projects is Requirements Gathering. Unfortunately, many
organizations want a quote prior to this step…which presents unique challenges
as, in many cases, you cannot estimate the cost without completing the
Requirements Gathering Phase.
Slide 12
Contracting Process – Step 3
Solicitation
The solicitation process consists of
answering sellers’ questions and
receiving proposals or bids.
This portion of the contracting process frequently involves saying the same thing
over and over to interested subcontractors. The more thorough and clear the
solicitation documents (e.g., RFP), the less effort this step involves.
Slide 13
Contracting Process – Step 4
Source Selection
Sources can be selected in many ways including
the following:
n Weighted system
n Screening system
n Independent estimate
n Past performance history
Weighting system – weighting the sellers according to each of the proposal
criteria
Screening system – Eliminating sellers that do not meet some minimum standard
Independent estimate – Comparing costs to an estimate
Past performance history – Looking at a seller’s past history with the buyer.
Slide 14
Contracting Process – Step 4
Source Selection
Source selection frequently involves negotiation
of items including the following:
n Responsibilities
n Authority
n Applicable law
n Technical and business management
approaches
n Contract financing
n Price
If you have ever applied for a job, some sort of process for source selection
occurred.
Slide 15
Contracting Process – Step 5
Contract Administration
Ensuring that the seller’s performance
meets contractual requirements.
There must be a contract change control
system.
The project manager must read and understand the contract and manage its
completion.
Slide 16
Contracting Process – Step 6
Contract Closeout
Contract closeout consists of finishing
all of the loose ends of the contract
including the following:
Lessons learned
Documentation
n
n
Most RFPs require a final report, thereby shifting the balance of effort regarding
closeout documentation from the buyer to the seller.
Slide17
Concluding Thoughts
This lesson reviewed procurement and the
contracting process. Guidance for
contracting and steps in the procurement/
contracting process were described.
To reinforce the learning, think about the content we covered in the slides and
readings. What are you learning this week? What are the key points?
ks.
Slide 1
ITEC 640 – Lesson 9
Communication Management
Week 10
Welcome to lesson 9. This week’s lesson includes a discussion of
communications management as it applies to the project team and other
stakeholders. The project manager has the responsibility to ensure that all
project team members and other stakeholders get the information they need in a
timely manner. Many of the communication tools and needs are addressed in
other lectures as the topic is strongly related to the information needs required to
successfully complete other tasks related to the project.
NOTE: All slides and lessons for this class were developed by Dr. K. Nance and revised by Dr. C. Howard
Slide 2
Topics
Planning
n Models and Methods
n Performance Reporting
n Summary
n
Slide 2 lists the topics that we will investigate this week. We have already spent a
great deal of time focusing on creating objects which communicate information.
For example, the WBS is a MAJOR communication tool and provides a great
deal of information.
Slide 3
Communication Planning
Communication Planning involves
determining the information and
communication needs of the
stakeholders.
It is estimated that on most projects, the project manager spends 90% of his/her
time communicating. Thus the importance of communications planning has a
significant impact on the success of the project. Lack of effective communication
can lead to misinformation and frustration. A formal written communication plan
clearly indicates what needs to be communicated along with to whom it needs to
be communicated.
Slide 4
Communication Planning
Communication can take place in many
ways including the following:
n Face-to-face
n Virtual
n Written (Text, Fax, Email, IM…)
n Conferencing
n Collaboratively
These examples of communications are only a subset of the many
communication methods available. There are many types of communication
(e.g., nonverbal communication) that are not a part of communication planning,
but are certainly a part of communications management on a project.
Increasing numbers of innovative options are becoming available with
technology advancements. For example, Microsoft Project now allows
collaboration among Project Team members.
Slide 5
Communication Planning
The Communication Management
Plan is an output of communication
planning and becomes an
important part of the project plan. It
involves an analysis of the needs of
each individual stakeholder.
Communication plans will vary greatly between projects and the complexity
increases with the size of the project.
Slide 6
Communication Planning
The Communication Management Plans may include the
following:
n What information needs to be collected and when
n Who will receive the information
n Methods used to gather and store information
n Limits, if any, on who may give direction and to
whom
n Reporting relationships
n Listing of contact information for all stakeholders
n Schedule for distribution of each type of
communication
The specifics will vary greatly depending on the number of project stakeholders
and the size of the project team.
Slide 7
Communication Planning
Information Distribution includes
implementing the communications
management plan by distributing
information to project stakeholders
through reports, presentations, and
formal communications.
Information that may need to be distributed on a project might include the
following:
l
Status
l
Problems
l
Updated project plans or components of the project plan
l
Successes
l
Team member performance
l
Meeting schedule
l
New risks uncovered
l
The date of the next milestone completion party
Slide 8
Communication Planning
Information Distribution may include distribution to
the following:
n People internal to the project
n People external to the project
n Management
n Sponsor
n Team
n Team members’ managers
n Other project managers
n Project manager
n Other stakeholders
As with other components of the communication management plan, the
complexity of the information distribution list increases as a function of the
number of individuals involved.
Slide 9
Communications Model
The communications model includes a
sender, a message, and a receiver.
Effective communication means that the
message received was the same as the
message sent.
Our next topic for investigation is communications models and communication
methods. The sender encodes the message and sends it to the receiver. The
receiver decodes the message. The encoding and decoding is based on the
education, experience, language, and culture of the individuals involved. It is also
is important to note that messages can be modified by the transmission process
also. The “executive approach” to communication requires that the receiver
repeat the message in his/her own words and allow the sender to confirm that
the message received is consistent with the message being sent. The “active
listening” approach requires that the receiver confirm that he/she is listening,
confirms agreement, and asks for clarification.
Slide 10
Communication Methods
Communication methods take many
forms including the following:
Formal Written
n Formal Verbal
n Informal Written
n Information Verbal
n
The project manager must control the communication so that the right
communication method is used in each situation.
Slide 11
Performance Reporting
Effective performance reporting requires
that each report contain the level of
detail required by the stakeholders.
Next, we will investigate performance reporting for a project. As with other
components of the communication management plan, the complexity of the
information distribution list increases as a function of the number of individuals
involved.
Slide 12
Performance Reporting
Performance reports may include the
following:
n Status reports
n Progress reports
n Trend reports
n Forecasting reports
n Variance reports
n Earned value analysis reports
Status reports describe where the project now stands.
Progress reports describe what has been accomplished.
Trend reports examine project results over time to see if performance is
improving or deteriorating.
Forecast reports – Predict future project status and performance
Variance reports – compare actual results to planned
EVA – were studied in depth in a previous lecture.
Slide 25
Conflict Resolution
Techniques include:
Confronting (Problem solving) – Solving the REAL problem
Compromising – Funding a solutions that brings some degree of
satisfaction to both parties
Withdrawal (Avoidance) – Retreating or postponing a decision on
a problem
Smoothing – Emphasizing agreement rather than differences of
opinion
Forcing – Pursuing one viewpoint at the expense of another
Dr. Nance
Since conflict is unavoidable, appropriate methods to deal with conflict must be
chosen.
Slide 24
Conflict Resolution
Changing Views of Conflict
OLD
NEW
Conflict is dysfunctional and caused by
personality differences or failure of
leadership
Conflict is an inevitable consequence
of organizational interactions
Conflicts is to be avoided
Conflict can be beneficial
Conflict is resolved by physical
separation or the intervention of upper
management
Conflict is resolved through identifying
the causes and problem solving by the
people involved and their immediate
manager
Dr. Nance
There has been quite a revolution regarding the cost/benefit of conflict in project
management. It is now accepted that conflict is unaboidable in a project. The
very nature of a project requires balancing and addressing the needs of many
diverse stakeholders. Some steps that can be taken to avoid some conflict
include the following:
Informing the team of
Exactly where the project is headed
Project goals and objectives
All key decisions
Changes
Clearly assigning tasks without ambiguity or overlapping responsibilities
Making work assignments interesting and challenging
Slide 25
Concluding Thoughts
Communication is key to project success.
This lesson reviewed types of
communication and discussed the
importance of matching to type with the
project needs.
To reinforce the learning, think about the content we covered in the slides and
readings. What are you learning this week? What are the key points?
ks.
Slide 1
ITEC 640 – Lesson 3
Project Integration Management
Week 3
Welcome to lesson 3. This week’s lesson includes a discussion of project
integration management, which ties together the “big picture” associated with the
project. This lesson will provide you a discussion of how closely interrelated the
many components of a project are. You will also be introduced to the concept of
change control which is applied in a similar manner throughout all phases of
project management. Ineffective change management is a prominent cause of
failures of software projects.
NOTE: All slides and lessons for this class were developed by Dr. K. Nance and revised by Dr. C. Howard
Slide 2
Topics
Project Plan Development
n Project Plan Execution
n Integrated Change Control
n Summary
n
Slide 2 lists the topics that we will investigate this week.
Slide 3
Project Process Groups
There are five basic components/phases that
every project has:
Initiating
n Planning
n Executing
n Controlling
n Closing
n
Projects progress through an identifiable set of steps. The majority of the
discussion today is on project initiation with some discussion of planning and
controlling. The other two topics (executing and closing) are the focus of later
chapters. Briefly, executing is managing the project during the development
phase and closing are the activities associated with project termination.
Slide 4
Project Initiation
Project initiation is the formal recognition that a
project should begin and that resources
should be allocated to the project. Projects
can be initiated in response to:
Marketing Demand
Business Need
n Customer Request
n Technological Advance
n Legal Requirement
n Social Need
n Others…
n
n
Projects are a response to a need. Six potential needs are listed here and most
software projects are developed in response to one (or a combination) of these
needs.
Slide 5
Project Initiation
Project initiation includes the following:
Identifying a project
Identifying the project stakeholders
n Identifying project requirements
n
n
In order for a project to proceed to the next phase, a few important steps
associated with project initiation must occur. The project must be identified, as
well as associated stakeholders and requirements.
Slide 6
Project Initiation Process
Project description describes the project.
It should be clearly documented and
outline the characteristics of the product
or service. This to consider are:
Organization’s strategic plan
Project selection criteria
n Historical information
n
n
How should a project be described? This slide outlines some of the things that
should be considered in describing the project. Note the importance of the
organization (strategic plan, project selection criteria, and history/experience) in
this step.
Slide 7
Project Initiation Process
A project overview document describes
the project. It is also called a project
concept document. It should outline the
project goals.
“Goal” is frequently misused in IT projects. The next slide outlines criteria for
determining if you are using the term appropriately and if the goals are welldefined.
Slide 8
Project Initiation Process
Each project goal should meet the
following “SMART” criteria:
n Specific
n Measurable
n Accurate
n Realistic and tangible
n Time bound
Many times goals are vague, not measurable, inaccurate, unobtainable, or openended. Any of these characteristics represents a point of probable failure for a
project. It is important to make a list of goals that use the SMART criteria in
order to keep a project on schedule.
Slide 9
Project Initiation Process
Project requirements differ from project
goals. Project requirements are
specifications of the goal or
deliverables. They help us answer the
question “How will we know if we are
successful?”
During many projects, a common question is “How will you know when you are
done?” The correct answer to this question is “when I have met all of my
requirements.” Obviously, if you do not have formal requirements, you can never
truly be done.
Slide 10
Project Initiation Process
Project deliverables are measurable
outcomes, measurable results, or
specific items that must be produced to
consider the project or phase to be
completed. They must be specific and
verifiable.
Project deliverables are another area in which details are important. The
controlling stakeholders must agree on specific and verifiable deliverables in
order to conduct a successful project.
Slide 11
Project Initiation Process
Project stakeholders are people and/or
organizations who have a vested interest in
the outcome of the project. They might
include:
Project Sponsor
Customer
n Project Manager
n Project Team Members
n Management Personnel
n Contractors
n Suppliers
n Clients
n End Users
n
n
So, who are these stakeholders? Stakeholders are anyone who is affected by
the project. Clearly some stakeholders have more control over a project than
others. It is important to identify your audience so you know who you need to
please and who you need to listen to throughout the project life cycle.
Slide 12
Project Initiation Process
It is important that the project
manager (PM) understand each
stakeholder’s role in the project and
in the organization.
Clearly some stakeholders have more control over a project than others. It is
important to identify your audience so you know who you need to please and
who you need to listen to throughout the project life cycle.
Slide 13
Project Overview Document
The project overview document is a highlevel look at the project goals and
deliverables.
Feasibility study
Project constraint identification
n Project assumptions
n
n
The more you think through the project, the better your document will be. More
effort “upfront” in project prevents rework later.
Slide 14
Project Plan Execution
The project plan execution is the primary
process for carrying out the project plan
Inputs
Tools and techniques
n Outputs
n
n
PMBOK associates inputs, tools and techniques, and outputs with each project
topic. The inputs show what you need to have in order to proceed with a
particular project topic. The tools and techniques are applied during the project
topic in order to produce the outputs. They are discussed in more detail on
subsequent slides.
Slide 15
Project Plan Execution
Inputs to project plan execution include:
The project plan
Supporting detail
n Organizational policies
n Preventative action
n Corrective action
n
n
Input to project plan execution include:
The project plan – What are we supposed to do?
Supporting Detail – Technical documents, standards, etc.
Organizational policies – What restrictions/assistance does the organizational
environment provide for the project?
Preventive action – What have you done to minimize risks?
Corrective action – What have you done to keep the project on track?
Slide 16
Project Plan Execution
Outputs from project plan execution
include:
n
n
Work results
Change requests
Outputs include:
Work results – The work results include deliverables as well as information about
what has been done and progress-to-date.
Change requests – Change requests provide a formal mechanism to expand or
contract the project scope and adjust timeline.
Slide 17
Integrated Change Control
The inability to manage change causes
significant numbers of project failures.
Each project (or organization) should
have a formal change control plan.
A previous slide discussed the importance of change control. Consider a client
who suddenly requests a new component for his web site based on “seeing it at
another website.” To manage this change, the change is submitted in writing, an
evaluation of the impact of the change on time, personnel, budget, etc. is
evaluated and then the decision is made by the appropriate group. Note that it is
likely that the previous would only happen if it was part of the formal change
control plan.
Slide 18
Integrated Change Control
Change control provides a formal method
for managing changes throughout the
project life cycle:
Inputs
Tools and techniques
n Outputs
n
n
Controlling change means controlling the project throughout the phases of a
project including changes to inputs, tools and techniques, and outputs.
Slide 19
Integrated Change Control
Inputs to change control includes:
The project plan
Performance report
n Change requests
n
n
The change control inputs provide the information necessary to determine the
impact of the change.
Slide 20
Integrated Change Control
Tools and techniques used in
effective change control include:
Change control system
Configuration management
n Performance measurements
n Additional planning
n Project planning information system
n
n
The change control system is the lifesaver for the project manager. They prevent
impulse changed being made by ANYONE associated with the project. It
provides a formal method for requesting and approving changes.
Slide 21
Integrated Change Control
Outputs from change control include:
Project plan updates
Corrective action
n Lessons learned
n
n
Changes result in updates to the project plan, and sometimes, with corrective
actions undertaken to bring the project back in line with expectations. All
changes should be documented as “lessons learned” so that future projects and
planned better.
Slide 22
Concluding Thoughts
This lesson reviewed project management
and project processes from planning and
initiation to the final stages. Aspects of
projects can change, and managing the
change process is essential.
To reinforce the learning, think about the content we covered in the slides and
readings. What are you learning this week? What are the key points?
ks.
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