Change Control and Risk Management

Transcription

1 Change Control and Risk Management

2 Agenda Change management Risk management

3 Schedule control and project Manage the schedule during project execution Monitor the actual schedule Compare the actual schedule with the estimate Communicate the results to the sponsor or customer Manage delays (project s) log the define the and assess the impact of the get sponsor approval accept or reject the Review the schedule at each major project milestone

4 Cost control and project Control the cost during project execution Monitor the actual cost Compare the actual cost with the estimate Communicate the results to the sponsor or project owner Manage additional cost (project s) log the define the and assess the impact of the calculate the cost of the (get the sponsor approval) define the benefit of the (financial and non-financial) accept or reject the Review the cost budget at each major project milestone

5 Change Management Project s The only certainty about a project is that s are going to happen. How those s are handled can make the difference between success and failure. To increase the chance of success, you need a process to identify, assess and properly manage the project s as they occur. Changes to a project are inevitable; the trick is to exercise good judgment and handle in a streamlined, non-bureaucratic way.

6 Change Management Change Mgmt in industry Changes in scope are usually inevitable control them rigidly many s will stop at the first steps Log the Define the Assess the impact Calculate the cost Define the benefit Accept or reject the Many s do not get past this step! Change Control Board (CCB) decision!

7 Change Management Change Mgmt in class Changes in scope are usually inevitable control them rigidly many s will stop at the first steps Log the Define the Assess the impact Calculate the cost Define the benefit Accept or reject the For example, in your status report To the deliverables, schedule, etc How many more hours will you have to work?

8 Change Management The origin of s External (customer, sponsor) requirement specifications, architecture definition deliverables milestones and their quality (e.g. specification) Internal (out of company control) deliverables milestones and their quality (intellectual property) technology performance (intellectual property) and tools issues

9 Change Management The origin of s Internal to development department activities duration under-estimation, scheduling issues needed resources availability, resources priority conflict tools and HW availability / performance under-estimated impact of risks

10 Change Management Change approval issues (industry) Who will pay for the!?! Is the necessary to make a sellable product? Whose mistake was it? Change approval lead time Changes often need rapid approval

11 Change Management How will we do this in class? Monitor project schedule and cost Compare actual schedule and cost with plans Identify s to schedule, cost, or deliverables List s or potential s in weekly status reports and/or weekly status meetings

12 Change Management How will we do this in class? Assess the impact of the on schedule, cost, and final deliverables Accept or reject with key stakeholders All teams will prepare an updated work breakdown structure (WBS) and schedule later in the semester

13 Change Management Weekly status reports Starting 11/17, include planned and actual dates for major project milestones 1st or 2nd level in your WBS List project s

14 Agenda Change management Risk management

15 What if???

16 Risk Management What is it? Initiating Planning Risk Management Risk Management is an overarching project management process Executing Controlling Closing

17 Risk Management When do you do it? Risk Management occurs throughout the project life cycle - a key part of planning and controlling Level of Activity Initiating Processes Planning Processes Executing Processes Controlling Processes Closing Processes Time

18 Risk Management What is a risk? Risk can be defined as: hazard, chance of bad consequence or loss, exposure to mischance This definition implies that things are only expected to go wrong Some risks carry an inherent chance of profit or loss Some risks carry a chance of loss only Reference: Handbook of Project Based Management, J.R. Turner

19 External: unpredictable Risk Management Classifying risk beyond the control of managers or organizations, totally unpredictable arise from actions of government, school administrators, acts of God examples: in regulations, funding cancelled, co-worker quits Reference: Handbook of Project Based Management, J.R. Turner

20 Risk Management Classifying risk External: predictable but uncertain we expect to encounter them, but we do not know to what extent arise from market activity, supply and demand, uncertain amount of work required examples: task requires more time/effort than expected, cost of materials rises/falls Reference: Handbook of Project Based Management, J.R. Turner

21 Internal: technical Risk Management Classifying risk risks arising directly from the technology of the project work or the design arise because technology or design does not meet desired level of performance examples: camera does not meet quality expectations, HMV frame material is weaker than expected Reference: Handbook of Project Based Management, J.R. Turner

22 Internal: non-technical Risk Management Classifying risk non-technical risks within the control of project managers arise from a failure of project resources (human, material, or financial) to meet expected performance examples: fundraising does not meet expectations, team member is a slacker Reference: Handbook of Project Based Management, J.R. Turner

23 Risk Management How will we do this in class? Identify potential s to schedule, cost, or deliverables Do a what if analysis with your project team Constantly look ahead What will you need in the future? Will it be available in time? Mr. Jones will ask you pointed questions during weekly status meetings