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Suggestions for Handling Changes to the Plan
• Changes should be made only when a significant deviation occurs. A significant change is usually
specified in terms of percent tolerances relative to the original targets.
Rule: the people who must do the work should participate in developing the plan.
• Change control is also necessary to protect everyone from the effects of scope creep—changes to the
project that create more work. If changes in scope are not identified and managed properly, the project
may come in considerably over budget and/or behind schedule.
• Causes of changes should be documented for reference in planning future projects. The causes should
be based on fact, not motivated by a desire to blame or punish.
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by James P. Lewis
ISBN: 0814478352 Pub Date: 01/01/95
Search Tips Search this book: Advanced Search Previous Table of Contents Next Title ----------- Suggestions for Effective Planning
• Plan to plan. It is always difficult to get people together to develop a plan. The planning session itself
should be planned, or it may turn into a totally disorganized meeting like those that plague many
organizations. This means that an agenda must be prepared, that the agenda should be time-limited to
the degree possible, and that people should be kept on track; if someone gets off on a tangent, the
meeting facilitator should get the person back on track as quickly as possible.
The first rule of planning is to be prepared to replan!
• The people who must implement a plan should participate in preparing it. Otherwise, they may feel
no sense of commitment to the plan, estimates for their work may be erroneous, and major tasks may be
• Because unexpected obstacles will crop up, always conduct a risk analysis to anticipate the most
likely ones. Develop Plan B just in case Plan A doesn’t work. Why not just use Plan B in the first
place? Because Plan A is better but has a few weaknesses. Plan B has weaknesses, also, but they must
be different from those in Plan A, or there is no use in considering it as a backup.
The simple way to do a risk analysis is simply to ask, “What could go wrong?” You should do this for
the schedule, work performance, and other parts of the project plan. Sometimes simply identifying risks
can help avert them; if that is not possible, at least you can create a backup plan. One caution: if you are
dealing with very analytical people, they may go into analysis paralysis here. You are not trying to
identify every possible risk—just tho...
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This document was uploaded on 09/27/2013.
- Fall '13