Module 9 Session 9.2 Visual 1

Module 9

Designing Control and Reporting Systems(Time, Cost, Resources and Scope (Performance and Quality))

Session 9.2 Managing Changes in Scope (Change Control) and Changes in Design (Configuration Management)

Module 9 Session 9.2 Visual 2

Scope

Scope = list of deliverables and components (products) the project will deliver

Project objectives determine its scope

Specifications = detailed and specific descriptions of deliverables and components in detail

Module 9 Session 9.2 Visual 3

Scope Scope is presented in various documents:

Work Breakdown Structure (WBS) Statement of Work (SOW) Bid documents Working drawings Contracts and terms of reference

Module 9 Session 9.2 Visual 4

Scope and WBS

The WBS is a key tool for defining scope All project deliverables and components

(products) must be on the WBS

Components not on the WBS are outside the scope of project

Module 9 Session 9.2 Visual 5

Scope Change is Inevitable

Environmental and technical factors make change inevitable

Client requests lead to change (Client unable to fully define scope before implementation)

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Two Types of Changes

Changes in Scope = additions or subtractions to deliverables (Change Control)

Changes in design of deliverables = Changes in specifications (Configuration Management)

Module 9 Session 9.2 Visual 7

Configuration Management

Configuration = Parts of product and how they fit together

Configuration = “The arrangement of the parts or elements of something.” (American Heritage Dictionary)

Module 9 Session 9.2 Visual 8

Overlapping Systems

Change Configuration

Control Management

System System

Changes in scopeof project

Changes in specificationsof product

Module 9 Session 9.2 Visual 9

Comparison of Two Systems

Changes in scopeof project

Changes in specificationsof product

BOTH

No change in scope

No change in specs

Addinga new

component

Changinga

type of motor

Doublingan

end item(2 cranes

instead of 1)

Change Control Configuration Management

Module 9 Session 9.2 Visual 10

PMI PMBOK® Guide 4.3.2.2, Page 45 (Sometimes) “configuration management is a

subset of the change control system and is used to ensure that the description (specifications) of the project product is correct and complete.”

Rest of session considers both together

Module 9 Session 9.2 Visual 11

Change Control and Configuration Management

Consider impact of proposed changes on project rectangle

Document change requests and approvals Integrate approved changes into revised

baseline plan Communicate changes to project personnel Act upon changes in a coordinated manner

Module 9 Session 9.2 Visual 12

Change Control and Configuration Management (continued)

Needed to keep project in control Key responsibility of project manager Requires documentation and management of

baseline plan Requires systematic process for changing the

baseline plan

Module 9 Session 9.2 Visual 13

Changes may be big or small changes Changes may involve legal contracts or

informal agreements Large projects should have a formal

(documented) process Process must be systematic

Change Control and Configuration Management (continued)

Module 9 Session 9.2 Visual 14

Criteria for Effective Change Control Process

Well-written baseline plan Clear specifications and well-defined

deliverables WBS, Quality standards Budget, CPM plan

Work authorization process

Change control system: A way to make, document, consider, and act on changes in scope

Module 9 Session 9.2 Visual 15

Criteria for Effective Change Control Process (continued)

Describe process in writing and make available to team

Define authority and responsibility Who has authority? What can be approved? Whole team must understand and accept

Review change requests against written criteria

Examine alternatives

Document the whole process and trace the effects of the change

Module 9 Session 9.2 Visual 16

•1. Form to Propose ChangeDate__________

WBS Element ______________#

Work Package ______________#

Activity ___________________#

Proposed by____________Dept.____

Proposed Change: ________________________________________________________________

Impact on Other Parts of Project:___________________________________________________

Effect on: Time Cost Performance Resources

Reason for Change:______________________________________________________________

Benefit of Change:_______________________________________________________________

______________________________________________________________________________

Sign Off: Accounting:_______________________________ Date:___________ Management :____________________________ Date:___________ Personnel :_______________________________ Date:___________ Operations:_____________________________ Date:___________

Approved by:______________________________ (Project Manager), Date:__________

Sample Change Request Form

Module 9 Session 9.2 Visual 17

Change Control Process: Steps 1 and 2

1. Propose the change

2. Review proposed change Why is change proposed? What effect will change have on project

“rectangle”? What interactions might result? What alternatives are possible?

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Change Control Process: Steps 3, 4, and 5

3. Approve or reject change

4. Formalize change in baseline plan

5. Communicate change to all involved Issue change order Publicize change order

Module 9 Session 9.2 Visual 19

Change Control Board

May be formal or informal Typical participants

Project manager Members of project team (technical experts) Functional managers Top management The client

Module 9 Session 9.2 Visual 20

Change Integration

All approved changes must be integrated into the baseline plan

Issue a new document number for revised baseline plan

Use revised baseline plan for future planning

Module 9 Session 9.2 Visual 21

Summary

Scope Management is critical! Documented process is a must!

Baseline plan Work approval process Change management system

All approved changes in scope must be documented, integrated into baseline plan, and communicated

Module 9 Session 9.2 Visual 22

A Look Ahead

Session 9.3: How to set up a reporting system

Gathering control information Presenting control information Sharing control information