Increasing project success through effective project change management
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Change occurs in almost every project. It may come in the form to increased project scope, decreased budgets, or accelerated timelines. With all of these opportunities for change, project managers must be prepared to adjust the project plan in response to change. Unfortunately, ineffective project change management practices is one of the most common sources of project failure. Project managers must become better equipped at responding to change in order to increase project success. In this presentation the need for project change management is identified and several tools and strategies for effectively dealing with project change are presented.
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Increasing project success through effective project change management
- 1. INCREASING PROJECT SUCCESS THROUGH EFFECTIVE PROJECT CHANGE MANAGEMENT Project Management Workshop Brandon Olson, PhD
- 2. Purpose •Define projects and project management •Describe change and its influence on projects •Determine the best practices for managing change •Develop a plan to create a formalized project change management practice
- 3. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 4. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 5. Definitions of Project Management • "...a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs (Gray & Larson, 2008) • "...a temporary endeavor undertaken to create a unique product, service, or result.“ (PMI, 2013) One-Time
- 6. Project Characteristics Multiple Disciplines Funding Limitations Defined Start and End Dates Consume Human and Nonhuman Resources Specific Objective with Defined Specifications Kerzner, 2009
- 7. Purpose of Project Management A Project Management Change B
- 8. Operations vs. Projects Operations Projects Taking notes in class Writing a research paper Recording sales into ledger Setting up sales kiosk for convention Practicing a musical instrument Writing a new piece of music Manufacturing the iPhone Designing the new OS Attaching sales tags to merchandise Implementing a new RFID system Adapted from Gray & Larson, 2008
- 9. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 10. Project Success Rates 60% 50% 1994 40% 1996 30% 1998 2004 20% 2009 2011 10% 0% Successful Challenged Failed Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11.
- 11. Sources of Project Failures 1. No project champion 6. Over optimism 2. Process shortcuts 7. Resource assumptions 3. Unable to manage expectations 8. Inadequate people management skills 4. Variable lock-in 9. Unable to adapt to change 5. Poor estimating techniques 10. Insufficient resources Adapted from Whitten & Bentley, 2007
- 12. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 14. Project Management Variables / Constraints
- 16. Budget or Staff Cuts
- 17. Scope Change
- 18. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 19. Additional / Revised Scope • New functions • Increased scale of functionality • Increased quality of functionality
- 20. Scope Creep • Functional Stakeholders • “Wouldn’t it be cool if…” • Small changes • Each change does not influence budget or schedule • Over time accumulated changes influence budget and schedule • Example: Add sound to submit button • Change color of submit button • Confirmation screen • Cancel option •
- 21. Feature Creep • Project Team Members • “I can improve it by adding this…” • Project team builds in unrequested features • Each change does not influence budget or schedule • Over time accumulated changes influence budget and schedule • Example: • Add sound to submit button • Change color of submit button • Confirmation screen • Easter egg (Google Images – Atari Breakout)
- 22. Business Change • New strategies • New external environment • Project deliverables no longer needed • Project deliverables no longer effective
- 23. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 24. Expectations Management Matrix Measures of Success Max / Min Constrain Accept Cost Schedule Scope Adapted from Whitten & Bentley, 2007
- 25. Expectations – Moon Landing Measures of Success Cost Schedule Scope Max / Min Constrain Accept
- 26. Expectations – Change in Speed to Market Measures of Success Cost Schedule Scope Max / Min Constrain Accept
- 28. Enforce Change Management Process New Change Change Management Process Project Plan
- 29. Agenda • Definitions • Project Failures • Project Management Variables • Project Change Issues • Project CM Best Practices • Project Change Management Process
- 30. Change Management Process Requested Change Change Request Review Request Change Proposal Approved? Adjust Plan Inform and Continue Execute New Plan Project Plan Docs
- 31. Change Request Tracking Data Specifications • Changer Order ID • Change Description • Request Date • Anticipated Benefits • Project Name • Anticipated Goals • Requester Name • Requester Phone/Email
- 32. Change Proposal • Summarize Project Change • Project Scope Implications • New Project Deliverables or Design • Change Budget • Change Schedule • New Project Budget • New Project Schedule
- 33. References • Gale, S. (2011). Failure rates finally drop. PM Network, 25(8), 10-11. • Gray, C.F., & Larson, E.W. (2008). Project management: The managerial process (4th ed.). Boston, MA: McGraw Hill. • Kerzner, H. (2009). Project management: A systems approach to planning, scheduling, and controlling. New York, NY: Wiley. • Project Management Institute (2013). A guide to the project management body of knowledge (5th ed.). Newtown Square: PA: Author. • Whitten, J.L. & Bentley, L.D. (2007). Systems analysis and design methods (7th ed.). New York, NY: McGraw-Hill Irvin.