The Project: Build a house on a designated lot according to its architectural plans.
The Change: Add a bedroom over the garage the house construction is already in process.
The Action: The change committee takes a look at the new architectural drawings and notes that no additional skills are needed for the project team to make the addition. If the project has not passed the framing stage, no work has been done that will need to be removed or changed. The change committee directs the project manager to call together the necessary members of the project team to revise the project plan in order to accommodate the change. This change does not require any masonry or plumbing work. However, it will require extending the work of most of the other teams, but it will not require them to perform tasks different from those already scheduled.
The project manager convenes the project team, minus the masonry and plumbing task leaders. Beginning at the task level, the project manager leads the team in expanding the project to accommodate the change. Because only familiar efforts are involved in adding the change, it can be expected that replanning will be a short process and that the project can proceed with the extended time and cost requirements in an orderly fashion. The most serious problem may be scheduling the availability of the skilled craftsmen to take on additional effort. The availability of the skilled craftsmen may cause a significant delay in completing the project. If so, the customer must be informed. The customer has the choice of accepting the delay or directing the project manager to finish the project as originally planned. A new project to add the room can be considered later if the change is not made at this time.
This last consideration is a familiar one in facing project changes. Is it better to add a change, achieve a desired improved outcome, and fold the work into the project now or finish the original project and add on the improvement at a greater cost later? The basic mantra of project management is, "Finish the project, do the enhancements later." The rationale is that finishing the project brings satisfactory closure and provides a useful product. Adding enrichments to the project may "never end," and the product may be flawed in the process.