A project change is a change in any of the critical success factors (scope, schedule, costs, quality, and project acceptance criteria). The "big deal" is not that there is a change. In fact, for many projects, changesespecially scope expansionsare expected and encouraged. The big deal is uncontrolled change. Why? Because a change in any of the critical success factors impacts the other factors, which will then impact project performance and the project's ability to achieve the success criteria, which will then impact stakeholder perceptions and satisfaction levels. For example, an expansion in project scope will increase the work of the project. The increased work impacts project schedule and project costs at a minimum. In many cases, the increased work also impacts resource plans and adds new risks. On projects with contractual arrangements, the increased scope will likely have contract implications and needs to be formally managed to protect all parties involved.
Thus, any time a change occurs, the project needs a way to recognize the change, evaluate the impact of the change, communicate the change, and make planning adjustments if the change is accepted. This mechanism is commonly referred to as a project change control system. We will review the key elements of this system later in this chapter.
A project change is a change in any of the critical success factors (scope, schedule, costs, quality, and project acceptance criteria). |
Project Change TypesMore Than Scope
As we mentioned before, a project change is a change to any of the critical success factors and not just scope. While scope changes are generally responsible for 80% or more of the project changes, and we will discuss these in greater detail in the next section, it is important to recognize that any of the following would also constitute a project change (and should be controlled using the project change control system):
Relation to Configuration Management and Organizational Change Management
To further clarify what is meant by a project change, let's review two other change-related components of project management: configuration management and organizational change. This is a common area of confusion, because they are somewhat interrelated, they all deal with change, and they all are a part of project management. As illustrated in Figure 11.1, we are focused on change control management in this chapter. Table 11.1 summarizes the key differences between the three.
Figure 11.1. Highlights this chapter's focus on change control management.
Change Control Management |
Configuration Management |
Organizational Change Management |
|
---|---|---|---|
Target |
Project critical success factors |
Project deliverables, product |
Organizational impact of the project results |
Primary Concern |
Project performance; stakeholder expectations |
Integrity of project deliverables; tracking changes in project deliverables |
Preparing individuals, organizational units, and customers for the changes |
Related Terms |
Change control; scope management |
Document management, versions, builds |
Change management |
Discussed In |
This chapter |
Chapter 12 |
Chapter 18 and 20 |
Notes |
Focus on scope can overlap with configuration management |
Can be part of project's Overall Change Control Plan |
Not regarded as a project control activity |
Part i. Project Management Jumpstart
Project Management Overview
The Project Manager
Essential Elements for any Successful Project
Part ii. Project Planning
Defining a Project
Planning a Project
Developing the Work Breakdown Structure
Estimating the Work
Developing the Project Schedule
Determining the Project Budget
Part iii. Project Control
Controlling a Project
Managing Project Changes
Managing Project Deliverables
Managing Project Issues
Managing Project Risks
Managing Project Quality
Part iv. Project Execution
Leading a Project
Managing Project Communications
Managing Expectations
Keys to Better Project Team Performance
Managing Differences
Managing Vendors
Ending a Project