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Change Management
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As was discussed in prior chapters, due to the 1:10:100 rule, change adds a lot of expense and a lot of risk to a project. Two of the biggest risks are changes of which we lose track, and scope creep the expansion of a project through too many changes. We avoid these by using a written system of change management, and by educating our customers about the costs of change.
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CHAPTER 11 Managing Risk and Change THE CHANGE REQUEST FORM
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The change request form shown in Table 11-2 de nes the requested change, links it to other project documents, shows the status of the change in the process of change control, and shows the ultimate disposition of the change.
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THE STEPS OF CHANGE CONTROL
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Table 11-3 provides the steps of change control. After writing this, I thought, No wonder its good to get it right the rst time. Some changes are small, and many of the 19 steps can be skipped, but only if we know that they can be skipped. If any step is skipped when it really needs to be done, then the project is at greater risk, and time, cost, and quality may all be a ected. This is why the cost of including a requirement or speci cation after approval is ten times higher than it is if the requirement or speci cation is de ned during the appropriate stage. In reality, our choice is either to do all the work of change control or have the problem cost even more because it is poorly managed.
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CRITERIA FOR DECIDING WHETHER TO ACCEPT A CHANGE
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Because changes to the plan create so many risks of increased cost, delayed delivery, and poor quality, it is best to be as strict as we can regarding accepting a change. The strictest possible rule is to ask: Will the project meet its goal and purpose without this change If the answer is yes, we can do without the change, then we leave the change out. A gentler approach is to say: Will the value of the project be much greater if we include the change, great enough to justify not only the cost and extra work, but also the risk that this change will create other problems To do this, we need to evaluate the consequences of the change to the project in terms of time, cost, reduced quality, and increased risk. Once we are already entering the testing process near the end of the production stage, then the risk of missing a problem created by the change is very high, and we should plan on refusing all but the most essential changes. The ideal solution is to use the double waterfall introduced in 6 so that we can preserve the reliability of the original project plan and also give the customer all desired changes at a later date.
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PART THREE Skills and Tools
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Table 11-2 Change request form with eld de nitions.
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Section A: Initial change request Project name Request submitted by Request submitted by Purpose of change Brief description of change List of documents and components for which change is requested Value of change: Does requester think it is essential If not, what value is assigned Name of project (add sub-projects a ected, if appropriate) Name of person making request Department, user group, or team, and contact information Simple statement of why the change is either necessary or valuable What change will be made What existing documents, such as speci cations, or components, such as prototype screens, or reports given to the user for review need to be changed Include all items. Be as speci c as possible The project team will verify, and possibly add to, this section Pick one: Essential (core): product or service will fail in production, or project will not be delivered at all, if change is not made Not essential: de ne the value of the change, so it can be compared to cost and risk factors. This could be measured on a simple high/medium/low scale, or it could be a dollar value calculated as change in ROI If the value of the change is not yet agreed upon, state the disagreement and identify the issues What happened that makes this change desirable Select from the list of sources of change below. Customer/team/event outside the project Missed item/unclear item/new idea/responding to change in work purpose or objectives/responding to change in system or work environment (box on context diagram)/responding to change of available components Identify each item in each source document or component that needs to be changed. For each item, use one row. There may be multiple items per document. For each one, de ne the desired result of the change. This section may have some items added at the time of the initial request. It will be completed by the project team if the change request is approved. It functions as a design statement for the change Required change
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