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D Let it go because Joey knows people in high places and you don t want to rock
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the boat Answer: C It is best to work out the details with Joey first and then get with the appropriate team members (especially for activities on the critical path) to help ensure proper progress of activities, accurate reporting, and a smooth handoff of dependencies to meet the project schedule
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One of the key outputs mentioned during the Monitor and Control Project Work process is change requests Change requests may include the following:
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Taking corrective action to resolve a problem Taking preventative action to avoid a problem Repairing a defect in a project component (The action taken may be to repair or replace the component)
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5 Perform Integrated Change Control Process
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The Perform Integrated Change Control process involves reviewing all change requests as well as approving and managing changes to the project deliverables, organizational process assets, scope, project documents, and the project management plan The change
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4: Project Integration Management
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process (like the risk management process) should be conducted early and often through the project life cycle
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Process Activities
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This process includes, but is not limited to, the following change management activities:
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Ensuring a change management system is in place to review, analyze, and approve change requests in a timely manner (including a request form, log, and work order) Identifying the people authorized to request and approve project changes Ensuring only approved changes are implemented Managing and enforcing the change control process Coordinating changes across the entire project (for example, a proposed schedule change will often affect cost, risk, quality, and staffing) Documenting and communicating the complete impact of change requests Updating appropriate documents, deliverables, and activities based on approved changes
Importance of Change Control (Be Stubborn on Change)
I love to use the quote Change is inevitable, except from a vending machine (unknown source) when teaching my PM classes it is always good for a laugh (except in some countries where it is lost in translation) One of my students even gave me a placard with this quote on it, which I prominently display for all to see (in my home office) Change happens, and as a project manager you can t just say no Instead, you must be willing to accept change because it is real and sometimes it can even benefit the project, resolve regulatory requirements, or enhance the finished product (as long as the change is approved by the appropriate stakeholders/sponsors) Change control is best managed when you have a clearly defined process and an identified Change Control Board (CCB) with authorized decision makers to review and vote on requested changes This process focuses on first having an approved change process The process involves the collection of change requests, logging and reviewing all change requests, analyzing the potential impact to the project, obtaining proper acceptance (or deferral/rejection) of the change, and last, making sure you document and communicate changes Remember, change tends to have a ripple effect to the project deliverables, organizational process assets, project documents, and the project management plan itself
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Typically, there are two different types of changes:
Changes that impact the project s constraints (and may increase cost, time, or scope) Daily operational changes, such as shift coverage, material adjustments, and so on, that may not impact the overall project s cost, schedule, or scope
All changes should go through a change control system especially anything that potentially impacts the project s scope, cost, or schedule All changes must be reviewed and approved prior to implementation In the real world, many project managers have a certain amount of authority in making daily change decisions without going through the full-blown change process This can be risky, though depending on the size, type, and complexity of the project; the criticality of the project; as well as the trust and confidence in the project team
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