■ 3.8 Given an approved project plan and a specific scope deviation (for example: design change, schedule or cost change, etc.), demonstrate your ability to: o Identify the cause(s)
o Prepare a status report for the user identifying problems and corrective action o Determine the impact of the deviation on the scope of the project o Quantify the deviation in terms of time, cost, and resource o Distinguish between variances which will affect the budget and duration and those that will not o Determine and quantify at least one possible alternative solution that has less impact but requires some scope compromise o Distinguish between variances that should be elevated to the sponsor and those that should be handled by the PM and team o Develop a plan to gain stakeholder approval
■ 3.9 Identify and justify the following as conditions for initiating a change control process:
o Resource changes o Schedule changes o Cost changes o Requirements changes (or changes in expectations) o Infrastructure changes o As a response to scope creep
■ 3.10 Given scenarios involving requests for changes from sponsors, team members or third parties, recognize and explain how to prevent scope creep.
■ 3.11 Recognize and explain the importance of communicating significant proposed changes in project scope, and their impacts, to management, and getting management review and approval.
The Holy Grail of project management is well-executed change control. You just can't have people, especially stakeholders and project sponsors, walk up to you in the middle of a project and change the project's requirements or outcomes. That kind of thing is enough to drive the best PMs to drink. In this chapter, we talk about changes to the project and touch on things like scope creep, scope change control, the impact of change on the scope, and scope deviation.
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