Tuesday 1 February 2022

The project management triangle model and changes from dumplings

In the project life cycle, project change is one of the headaches for all project managers, and the project change management ability also reflects the management level of a project manager.

Managing change is not about not allowing change after it has been planned, but about managing it when it is about to happen or is happening. avoid unnecessary changes, while also promoting approval for changes that are beneficial to the project. whether avoided or driven, the goal is for changes to be comprehensively evaluated, approved, and tracked.

1. the role of change control

The change process runs through the project.

When changes occur, all requests for changes to project documents, deliverables, benchmarks, or project management plans need to be reviewed and approved or rejected. the main role is to consider documented project changes from an integrated perspective, thereby reducing project risks arising from the impact of changes on the overall or phased project objectives or plans.

2. classification of changes

In practice, there are two cases of change:

  • changes that have not occurred;
  • changes that have not been approved but have already occurred.
  • the two types of changes are handled differently, but both follow the change process.

First of all, the changes that have not occurred, the use of preventive measures, to strengthen the integrity and accuracy of the project plan, here to the dumplings as an example, to illustrate the change management in project management.

(1) at the beginning or planning stage, it is necessary to clarify the three constraints of the project

  • scope: homemade dumpling skin, beef filling, shape and quantity of dumplings, etc
  • time: from the time you want to make dumplings to the time when they are shaped
  • cost: what is the budget for dumplings

the question is, what if there is no beef filling? won't you eat it? do a good job of what-if analysis at the time of initiation or planning, affect the stakeholders, make alternatives (propose pork cabbage), re-evaluate whether the time, cost, etc. are affected, specify the risk plan and record it, obtain the consistent or relative majority approval of the stakeholders (people who eat dumplings), update the project plan and other related documents.

(2) change management that has not been approved but has already occurred

For such changes, we must first understand the content of the changes, and then analyze the impact of the changes on the project.

If there is a favorable change, the relevant procedures need to be completed in accordance with the change process, and for the adverse change, the change should be terminated and a change request should be made to remedy the adverse effect that has occurred, and whether the change management procedures need to be perfected to avoid similar problems in subsequent work.

Still take dumplings as an example:

The production of dumpling skin starts from the noodles, the main material flour and water, other stakeholders found that there were more eggs in the added ingredients, analyzed the added dough (taste preference, texture, etc.), assessed whether anyone did not like the taste or added ingredients, the impact on the dumpling skin or the overall goal (dumplings), the satisfaction of the stakeholders, etc. to re-complete the relevant procedures for changing, notify the stakeholders and get approval, approve through the next stage of the dumplings, did not pass, need to take remedial measures, the development of a remediation plan is the same as the analysis of its impact and its risks, and the resubmitting of a request for change (re-and-face) for the remedy.

issues to avoid:

  • lack of deep communication and inconsistent understanding
  • demand-side forced changes
  • no schedule or development costs are considered
  • regardless of priority, urgency and degree of impact

Brief summary

In practice, different companies, different projects, will have different versions of the change process, and not all changes follow the change process.

The project manager changes in accordance with local conditions and timely, and formulates a change process that meets his own project in the established business environment, although there are norms, but also need to be flexibly used, in order to better manage changes and better achieve project objectives.

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