How to get the most from this Execution Plan

Firstly,  please bring questions about this Execution Plan (or any other question) to the “Ask a Question” section of The Clubhouse.

Here’s how to get the most out of the content in this Execution Plan,

1. Read the entire EP once – Read through this entire EP, watch any videos and download the resources.  Don’t execute on the steps until you have finished reading the entire EP.  This will help you understand the progression of the steps and put them into context.
2. Complete the steps – This Execution Plan is a checklist.  Each step builds upon the next.  Complete each step in order.

Good luck and please don’t hesitate to get in touch if you have any questions.

Overview

All projects are subject to change throughout the project life cycle. Insufficient recognition of changes and/or ineffective management of changes are among the most common reasons for project failure and dilution of the benefits delivered. Neither changes nor issues can be eliminated as both are normal project occurrences. Successfully managing such occurrences is a major challenge for the project manager.

Structured and comprehensive procedures for managing both changes and issues reduce project risks and are therefore essential components of a Project Management Methodology. Any changes to a signed-off or baseline deliverable must go through the structured change control process.

Within the context of Project management, the following definitions have been developed:

• A Change is any activity that alters the scope, deliverable, architecture, cost or schedule of a project.
• An Issue is a situation, action, problem or question arising during the performance of the project which demands action to resolve it over and above the tasks identified in the plan. Left unresolved, an issue will impede or prohibit project-related progress or development by delaying or suspending work effort.

The primary objective of change control and issue resolution is to establish a standard method to document, analyse, approve, and communicate changes and issue resolutions. Figure 1 illustrates the many varied sources of change potentially impacting a project. Many types of issues will arise also during a project. Generally, issues can be classified as technical, organisational, communication, or management.

Frequently Asked Questions

What does the business expect and how is that expectation supported by this technique?

The business expects that issues and changes are properly managed during the life of a project. Effective change and issue management is a key element of project management.

Uncontrolled changes and issues can lead to escalation of project costs, dissatisfaction among users, lower quality end products, and/or significant delays in the project schedule. The most significant impact of uncontrolled change requests is an alteration of project scope without a thorough analysis of the related impacts.

An increased project scope will generally increase project duration and/or lower the overall quality levels as project team members attempt to meet pre-established target dates. A decrease in project scope may result in dissatisfied users as the full functionality and potential benefits they anticipate may not be realised.

This Execution Plan provides instructions for creating and implementing a change and issue resolution process.

How will this technique support the business objectives and realise the anticipated potential business benefits?    

When change requests and issues are properly managed, changes to scope are reduced. Effective change and issue management can reduce the risk of project cost and time overruns thereby meeting client delivery expectations.

What will the proposed deliverable(s) do and look like?

• Detailed change control procedures tailored for the specific project size, characteristics and environment.
• Detailed issue resolution procedures tailored for the specific project size, characteristics and environment.
• Clearly defined roles and responsibilities for all areas of change control and issue resolution.
• Hard copy and/or electronic copies of the approved detailed-level procedures for change control and issue resolution.
• Hard copy and/or electronic forms for submission of change requests and issues.
• Hard copy and/or electronic logs for recording, tracking and communication information pertaining to change requests and project issues.
• Databases, or other appropriate means, for storing information pertaining to change requests and project issues.
• Plan for communicating change control and issue resolution procedures to the project team.
• Training/presentation material.

How long does this technique generally take?          

The time required to produce the deliverables depends on the size, scope and complexity of the project.

It may take 2-5 days to produce the deliverables in Phase 1, Project Definition.

Who should participate in this technique?

The Project Manager and the core team are responsible for developing the change and issue management processes and procedures during the Project Definition Phase.

The Project Manager or the Project Office will be responsible for managing the process through the life of the project. If it is delegated to the Project Office, the ultimate responsibility still remains with the Project Manager.

What materials are required to employ this technique?

• Sample change control procedures, forms and reports.
• Sample issue resolution procedures, forms and reports.

What are the potential technique-related issues / financial risks?

If issue and change control processes are not implemented, project costs can escalate, users may become dissatisfied, the quality of the deliverables may be jeopardized and the project schedule will be impacted.

Inputs and Outputs

Change & Issue Management