Why Do This? Its Too Much Work

Why Do This? It s Too Much Work

You may work in an environment where configuration management is an integral part of the project management approach, so this is not even an issue for you. For others, it is often tempting, as we mentioned before, to not give this area proper attention. So let's answer the question, why should we do this? Why should we plan out the details for how specific work products are going to be managed? From the collective experience of project managers across the land (not that any of these have happened to me or anything), here a few reasons why:

  • Where is that file at? The ability to quickly locate project information for a key stakeholder or to help resolve an important issue.
  • Lost productivity Avoid instances of lost productivity when the work of one team member is over-written by another team member, or when the product configuration you are testing does not have the latest versions of all componentsthus making the test run invalid.
  • Baseline? What baseline? Avoid instances where you cannot "go back" or "restore" previous versions of work products.
  • Who made that change? Avoid instances where you cannot clearly tell (or explain) when changes were made and who made them.
  • Who approved that change? Avoid instances where changes are made to work products that are not properly reviewed and approved. To say the least, this can lead to quality and customer satisfaction issues.
  • That will never happen to us A major or minor disaster occurs that wipes out one or more work products. Where is your backup copy? Can you recover?
  • We said we would do what? On projects with numerous deliverables and work products, it is easy to lose sight of the minor or auxiliary work items. A basic deliverable tracking mechanism can go along way to prevent this from occurring.


    If not using digital signatures or email confirmations for work product acceptance, make sure to scan the signed acceptance forms and store them within the project repository.

  • I've got your official sign-off right here…now where did that go? Assuming you have official client acceptance of your key deliverables, make sure you have a way to protect this evidence going forward.

    The entire concept of document management started with the legal industry.

  • You have no choice In many environments, there are legal, regulatory, or process compliance requirements that must be met. In each of these cases, having control over work product changes is an absolute must. Most of this activity is focused on protecting the integrity of the work product and providing associated audit trials (evidence).
  • The ultimate reason…negotiating power There is tremendous political power in having tight control over project work products. If targeted work products are officially approved, you have a clear audit trail on any changes to those work products, and those official signoffs are protected, you are well-positioned to deal with any scope or requirements dispute. In addition, a historical record of all project management work products, such as project schedules, issue logs, status reports, and meeting minutes can be very valuable in negotiating new issues.

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

Absolute Beginner[ap]s Guide to Project Management
Absolute Beginner[ap]s Guide to Project Management
ISBN: 078973821X
Year: 2006
Pages: 169

Flylib.com © 2008-2020.
If you may any questions please contact us: flylib@qtcs.net