PROJECT PROJECT CHANGE CHANGE CONTROLCONTROL

Prepared By :

Amit Soni

Roll No: 20130103

11-1

Project Change Control Project Change Control DefinedDefined

CONTROL: The act of reducing the difference between plan and reality◦The last element in the plan-

implement-monitor-control cycle◦Uses the information from the

monitoring process to get and keep a project on track

11-2

Control Can Be Control Can Be ComplicatedComplicatedPerformance, cost, and schedule

issues all have a human elementSymptoms are obvious, but root

causes never are◦“Messes” vs. “problems”

Hard to separate random events from systemic difficulties

11-3

Two Fundamental Purposes Two Fundamental Purposes of Project Controlof Project Control

Regulate project results through alteration of activities

Efficiently use and protect organizational assets

11-4

Purpose of ControlPurpose of ControlTo make the actual meet the

plan

The Process◦1. Identify key performance areas◦2. Set standards◦3. Measure performance◦4. Compare◦5. Take corrective action

11-5

Three Types of ControlsThree Types of ControlsCybernetic controls

◦ “Steering”◦ Key feature: automatic operation

Go-no go controls◦ Most common project control◦ Test that predetermined specifications

have been metPost controls

◦ After the fact

11-6

More on Go-No Go More on Go-No Go ControlsControlsBased on project plans, budgets,

schedulesCan be periodic or milestone-

driven◦Both are essential

“Phase-gated” criteria are hurdles that must be passed to go to next project stage◦Common terms: “exit criteria,”

“milestone decisions,” “system maturity models”

11-7

Components of Post Control Components of Post Control ProcessProcessBenefits future projects more

than the present one◦See Project Auditing in Chapter 12

Four parts◦Project objectives◦Milestones, checkpoints, budgets◦Final report on project results◦Recommendations

11-8

Some Desirable Control Some Desirable Control System FeaturesSystem FeaturesFlexible, able to adapt to

unforeseen eventsCost effective (control value >

control cost)Useful and ethicalAccurate, precise, timelySimple and maintainableFully documented

11-9

Effective Control Systems Effective Control Systems Must be BalancedMust be BalancedBalance means

◦Measuring both tangibles and intangibles

◦Looking at both long-term and short◦Keeping flexibility in the system◦Addressing human factors◦Focusing on correction, not

punishment◦Optimizing control, not maximizing it

11-10

Controlling Changes and Controlling Changes and Scope CreepScope CreepChanges can drive higher costs

and stretched out schedulesSo controlling them is an

essential project management task◦A formal change system is a must for

project control

11-11

Five Principles of a Formal Five Principles of a Formal Change ProgramChange ProgramAll contracts specify formal change

processAll changes require formal change

orderAll change orders approved in

writing by client and project organization

Project manager is always consulted

The approved change order becomes part of the master plan

11-12

Changes and Change Changes and Change ControlControlRemember the last step of the

control process: Take corrective action, so that the actual matches the plan

Two Types: Business and Technical Changes

11-13

Business Changes Business Changes Business-relatedDriven by such things as:

◦Spec relief◦Deliverables changes◦Funding shifts◦Schedule changes◦Acts of God◦Subcontractor changes

11-14

Technical Changes Technical Changes

Technological issues, such as:◦New technologies◦Laws of physics◦Competitor response◦Changes in client requirements (real or political)

11-15

16

Thank

Thank You..You..

Any Qu

Any Quest

ions

estions ??

???

?