Project Running-Change Control
Project Running-Change Control
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Project Running-Change Control
Change control is an inevitable formal process in project management (Wysocki, 2011). According to Wysocki (2011), change control is established to allow project teams to adjust the project’s space by use of specified policies and controls. Change entails any aspect that can influence the project regarding the scope, budget or time, which all can affect quality (Wysocki, 2011). Here are some of the measures that I would take to keep the project on track despite changes in user requirements, the changing appeal, present and evaluate the changing bid, outline options, generate response files, and seek final decision and consent from the customer.
Outline the Change Appeal
When outlining the changing appeal, it is required to consider the actual request along with the supporting statements (Morris & Hough, 1987). This must include:
Reason for appeal-consider the client's influences if the appeal cannot be accomplished or if substantial time passes before the completion of the request (Morris & Hough, 1987).
Anticipated completion-the user requirement changes must offer the anticipated due time for the component (Turner, 2014). This does not denote that the changing appeal will be accomplished by this time; however, it means to give additional details for the project team to analyze when describing alternatives (Turner, 2014).
Present and Evaluate the Change Appeal.
Once the changing appeal is filed, it should be presented to the team of the project (Morris, 1997). At this stage, the practice differs from a simple email or phone call to a formal application such as a memo (Andersen et al., 2009). Lest the appeal is very simple. I would recommend evaluating the changing bid with the whole project team. This meeting offers the appropriate platform for the appeal to be assessed, and all the team members get the opportunity to as relevant questions and assist in making decisions as per the user requests (Meredith & Mantel Jr, 2011).
Outline Options and Generate Response File
Once my team has completed the appraisal of the changing appeal, I believe that alternatives need to be outlined with a minimum of at least two options. It is also essential to note that when giving the file response, one must always offer each alternative along with some of the data points below and the recommendations of the team, which specifies its interpretations of the better choice (Kerzner & Kerzner, 2017).
Seek Concluding Decision and Consent
Upon the expiry of the change response file, it must be re-evaluated once the client offers his or her feedback (Davenport et al., 1998). For instance, if too much establishment has ensued to withstand change, then that must be articulated (Davenport et al., 1998). Similarly, if the late reply led to other effects, then they must be reported as soon as possible (Davenport et al., 1998).
Conclusion
In summary, I believe that the measures mentioned above can help to keep the project on track despite changes in user requirements.
Reference List
Andersen, E. S., Grude, K. V., & Haug, T. (2009). Goal-directed project management: effective techniques and strategies. Kogan Page Publishers.
Davenport, T. H., De Long, D. W., & Beers, M. C. (1998). Successful knowledge management projects. Sloan management review, 39(2), 43-57.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Meredith, J. R., & Mantel Jr, S. J. (2011). Project management: a managerial approach. John Wiley & Sons.
Morris, P. W. (1997). The management of projects. Thomas Telford.
Morris, P. W., & Hough, G. H. (1987). The anatomy of major projects: A study of the reality of project management.
Turner, J. R. (2014). Handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
Wysocki, R. K. (2011). Effective project management: traditional, agile, extreme. John Wiley & Sons.
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