Discussion 1

What are some factors that may affect progress on a project? Which factors are more or less likely to change? Consider internal and external influences. How may a project leader manage each factor?

Discussion 2

When evaluating a change request, it is common to fill out a change request form. A change request form often has many attributes, all of which a company has determined should be taken into consideration when evaluating whether or not to approve a change. These forms often contain qualitative and quantitative metrics to be considered to assess the overall impact to the project. As one might expect, the farther along in a project one gets, the impact of a given change might grow. This is one of those times where a Project Leader must put on a bit of a thick skin and be prepared to respectfully challenge during the change review, especially if the change has a big impact to the project or there is significant risk in introducing the change.

How does a project leader decide when a requested change is worth the trouble of implementation?

Discussion 3

When evaluating a change request, it is common to fill out a change request form. A change request form often has many attributes, all of which a company has determined should be taken into consideration when evaluating whether or not to approve a change. These forms often contain qualitative and quantitative metrics to be considered to assess the overall impact to the project. As one might expect, the farther along in a project one gets, the impact of a given change might grow. This is one of those times where a Project Leader must put on a bit of a thick skin and be prepared to respectfully challenge during the change review, especially if the change has a big impact to the project or there is significant risk in introducing the change.

How would you justify a difficult change to your project team?

Discussion 4

When evaluating a change request, it is common to fill out a change request form. A change request form often has many attributes, all of which a company has determined should be taken into consideration when evaluating whether or not to approve a change. These forms often contain qualitative and quantitative metrics to be considered to assess the overall impact to the project. As one might expect, the farther along in a project one gets, the impact of a given change might grow. This is one of those times where a Project Leader must put on a bit of a thick skin and be prepared to respectfully challenge during the change review, especially if the change has a big impact to the project or there is significant risk in introducing the change.

How would you explain to your stakeholders if you cannot accommodate a requested change?

Discussion 5

As a project delivers a discreet project or product, even if it is an enhancement or change to an existing product, those changes will drive some type of change. The successful adoption of the resulting changes by the target population can have a huge impact on the success of the project. Users who are resistant to change may not adopt the new product or processes, even if the material benefit from the changes. There are several factors that need to be taken into consideration to understand and plane for the level of change required to successfully implement a project. The following are some key factors (Delaware):

· Degree of resistance
· Target population
· The stakes
· Time frame
· Expertise
· Dependency

Are there other factors that need to be taken into consideration to understand and plan for successful adoption of the project?

Discussion 6

Navigate to http://www.project-management-knowledge.com/ and read the entries related to change control boards. How are members selected and invited to sit on such a board? What is the function of this board?

Discussion 7

Navigate to project-management-knowledge and read the entries related to change control boards. What are some strategies or communication styles you could use to present unpopular change requests to the board?

Discussion 8

One of the critical success factors for a project is having a project change control board (CCB). A CCB can consist of 1 person or 7 or more. The primary purpose of the change control board is to review any potential changes to a project. An important item for consideration is that not all changes are bad, and there can be many different types of changes. Here are some common types of items brought to a change control board:

· A vendor that had agreed to provide a widget or service to the project has gone out of business. The project must find a new supplier which will have cost and schedule impacts.

· Raw materials being used in the project have spiked in price. The prices are expected to eventually drop again, but you have to make a decision on delaying some deliverables from the project that are dependent on those resources or accepting the higher cost and sourcing the materials as originally planned.

· You are producing a widget for introduction into the marketplace. You find out that a key competitor is planning on releasing a competing product 1 month ahead of you. Do you continue with your original plan or accelerate your schedule to stay ahead in the market.

· A key consultant left your organization without being able to do a proper knowledge transfer. This is driving potential cost and schedule impacts.

There are many more types of potential changes that could occur in a project. A project change control board serves as a sounding board of sorts and provides approvals on recommendations on how to handle the impact to the project.

What are other types of changes you have seen introduced into a project? Please share either a personal experience or one you have seen in the marketplace.