Fundamentals Of Project Management

Is exercised the project may wind up over budget

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Unformatted text preview: warning until it is too late. 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. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Fundamentals of Project Management by James P. Lewis AMACOM Books 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 forgotten. • 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.

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