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First, you need to determine what the customer actually requested that precipitated the project in the first place. You cannot put any documentation or personnel into place until you are sure that the efforts the IT team is making are in line with the requirements the customer was originally looking for.

Although required equipment, team members, and success criteria are components that you could opt to include in your project scope document, they ' re not mandatory in every project.

The project sponsor is the one who must approve scope changes. It is the project sponsor who has connections with senior management and who has the ability to authorize the additional resources required to implement the change.

You can garner management buy-in through a variety of methods, including allowing managers to participate in the up-front definitions of the project concept and charter; in defining and approving the project' s scope; in reviewing and approving project deliverables, and by acting in a participatory capacity, whether it be as a project spokesperson, team member, or simple advocate for the project.

Good change control implies that you' ve already gone through good scope definition. Any change-control policy should include the change request methodology, how the approvals will be obtained for the additional funding and resources required, and what the impact of the change will be on the project. Emergency changes to the project almost automatically imply that you did not adequately plan the project in the first place so as to anticipate any "emergencies." Individual projects, not your company-wide policy, must identify who can approve changes.

Unless there has been no project sponsor appointed, you probably do not need to worry about the sponsorship. However, you should begin at the beginning and validate the project concept, charter, and scope for accuracy, completeness, clarity, and content. It is these three documents that completely outline the project and act as the "director" for the project team.

Drom the change-control perspective, the project sponsor is no different than you or anyone else on the project. The purpose of the change-control process is to thoroughly document the change, the reason it' s required, and the resources that are to be expended in making the change. Simply having the project sponsor come up and order the change made overrides good project management methodologies.

The caveat here is that the capable, designated assistant must also have his finger on the pulse of the project plan and all of the project formulation documents that led to the plan. You as project manager are the only one who really has all of the components needed to evaluate change. If your assistant isn' t familiar with every component of the project, then the answer would rightly be that no changes should be made until you get back.

A methodology change involves in a change in the project' s scope, which, in turn, requires that you utilize the change-management process to validate the merit of the change.

You wouldn t expect a project sponsor who wants to replace a poorly performing project manager to run the change through a change-management process. This is a decision that ' s strictly up to the project sponsor and the project manager' s management. All of the other listed items should be put through the change-control process you ve developed.

Even though the serendipitous discovery of an additional deliverable may be a welcome addition to the list of deliverables the customer will receive, it was not considered at project scope determination time and may well impact the project ' s scope. It must be run through a change-management process.

While budget updates might be of informational benefit, they might not necessarily lead to stakeholder consensus on facets of the project. The coordinated sharing of memos, negotiation and interviewing strategies, and other timely information during routinely scheduled meetings will keep all stakeholders on a level playing field.

You probably could build consensus even without the managers on the team, but management input on a high-visibility project such as this is desirable.

The two-edged sword involved in allowing management to review and approve deliverables is this: If you take the time to go through the process of deliverables review and approval by management, you add time to the project s schedule, thus increasing its finalization date.

The project ' s size will most likely determine whether you' l l opt to include optional features into the project such as the

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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