11 | Planning for Change and Transitions Flashcards Preview

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Flashcards in 11 | Planning for Change and Transitions Deck (26)
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1
Q

Integrated Change Control?

A

is the process of identifying, documenting, approving or rejecting, and
controlling any changes to the project baselines. Integrated change control reduces risk to your
project by governing the execution of proposed changes that will affect schedule and cost or any
other objectives of the project. It allows project managers to record the changes that are requested,
make sure that changes are implemented in a standardized and approved manner, minimize their
disruptive effect, and monitor their progression from initial request through completion.
Once the change requests are identified, they are documented in a change request form. The form is
then sent to the change management team, which can include the sponsors and customers, for
review and approval. It is important to define the turnaround time for each change request and
initiate a document routing process for a proper communication flow among the reviewers and
stakeholders of the project.

2
Q

CCB stands for?

A

Change Control Board.

3
Q

Change Control Board (CCB)?

A

Is a formally chartered group responsible for reviewing,
evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.

4
Q

Change Control Systems?

A

Is a collection of formal, documented procedures for changing official project documents and project deliverables. An effective change control system includes forms, tracking methods, processes, and approval levels required for authorizing or rejecting requested changes. Change control systems often specify that a CCB will address the issues that affect the scope, cost, time, and product quality.

5
Q

Types of Project Changes?

A

During a project, some of the types of common project changes include:

• Timeline—changes to any activities that can affect the overall schedule.
• Funding—changes to activities that can affect the funding allotted to the project; for example, a
change that increases the cost of the project.
• Risk event—a new risk, or change to an existing risk, than can affect any aspect of the project.
• Requirements—changes to the project requirements initiated by a stakeholder.
• Quality—changes to the project scope, schedule, or cost that result in a decrease in the quality of project deliverables.
• Resource—changes to the project’s human or equipment resources.
• Scope—changes that require the project scope to be modified.

6
Q

What are the 4 causes of Project Changes?

A
  1. Inaccurate initial estimates:
    There are many reasons why initial time and cost estimates for completing the project work prove to be inaccurate. These reasons may include lack of experience, lack of information, reliance on
    inaccurate data, excessive optimism, technological difficulties, and unreliable resources. Getting those original estimates to be as realistic and accurate as possible makes the control process more manageable.
  2. Specification changes:
    Project work can open up new avenues of development and design that were not considered during the initial planning of the project work and scope. As new options for a product or service become apparent, customers, sponsors, or the project manager may broaden the project’s scope to include new specifications and deliverables.
  3. New regulations:
    As project work is progressing, new governmental or industry-specific regulations may be enacted. This can be especially true for very lengthy projects. Accommodating new regulations or legislation can
    also mean revisiting the planning process to determine the effect the new regulations will have on resource needs, schedule duration, and quality specifications.
  4. Missed requirements:
    Many times the requirements are identified by reviewing the documentation and interviewing the end users and policy makers. However, there are times when complete and comprehensive understanding may not be possible.
    For example, even though the interviewer feels that he or she has understood the point, and the interviewee feels that he or she has expressed everything significant, there still may be no meeting of the minds. Although a Requirements Traceability Matrix (RTM) is prepared, the confusion may still arise in a planning document.
    Prototyping can help demonstrate the functional and technical requirements of the project, and a missed requirement might surface during development of the prototype. Although all these techniques reduce the chances of missing any requirements, they cannot guarantee that every requirement is captured. In many cases, there are some discrepancies that surface at
    different phases in the project.
7
Q

What are the 6 Organizational Change Types?

A
  1. Mergers/acquisitions
  2. De-mergers/splits
  3. Business process change
  4. Internal reorganization
  5. Relocation
  6. Outsourcing
8
Q

Mergers/acquisitions?

A

The overall size and number of personnel in your organization is increased to incorporate another organization. This might affect the top-level executives or your project sponsor, and the effects will trickle down to other levels within the project

9
Q

De-mergers/splits?

A

Similar to a merger, when organizations separate into two or more smaller organizations, this might affect the top-level executive or sponsor of your project and have trickle-down effects

10
Q

Business process change?

A

The organization changes the official processes for getting things done. This might affect how funding and resources are approved

11
Q

Internal reorganization?

A

Within the organization. when personnel and functional managers are reassigned, this might affect the project team’s members and process.

12
Q

Relocation?

A

When a project team member leaves the organization or is transferred to another department within the organization, you might have to find a new project team member. If the entire organization relocates, then this might impact the personnel structure throughout the entire organization as well as business processes and preferred vendors.

13
Q

Outsourcing?

A

When the company decides to procure services from an external resource, this might disrupt the project’s workflow processes or the stakeholders involved.

14
Q

What are the 3 Project Change Categories?

A
  1. Corrective action
  2. Preventive action
  3. Defect repair
15
Q

Corrective action?

A

Documented direction on actions that must be carried out to help bring the future project performance requirements back on track and conform with the current project management plan

16
Q

Preventive action?

A

Documented direction on actions that must be implemented to diminish the effects of any negative risks.

17
Q

Defect repair?

A

Formally documented measures that must be undertaken to address the defects in the project components, which are recommended to be either repaired or replaced.

18
Q

Change Requests?

A

Are requests for changes that are processed through the change control system for their evaluation and approval. They can also be recommendations for taking corrective or preventive actions. Change requests can be raised by any stakeholder as long as they use the correct procedure. When the change request is approved, you may need to make changes to the related project documents, baselines, and processes. Change requests from vendors must also be carefully documented and approved before implementation.

19
Q

Configuration Management?

A

Is a process that is used to manage changes to a product or service being produced. Changes can be of a technical nature and in administrative direction. Configuration management is used to:

  • Control product iterations.
  • Ensure that product specifications are current.
  • Control the steps for reviewing and approving product prototypes, testing standards, and drawings or blueprints
20
Q

Configuration management system?

A

A configuration management system is a set of tools that contains procedures that help provide technical and administrative guidance for identifying and recording the characteristics of a product or service, controlling changes made to the characteristics, documenting the changes and the status of implementation, and verifying the product’s conformance to the requirements. One of the subsystems of the configuration management system is the change control system. Configuration management systems, when combined with integrated change control, provide standardized and effective ways of managing approved changes and baselines within a project.
Configuration control involves specifying the deliverables and processes, while change control
involves identifying, recording, and supervising changes to project baselines.

21
Q

Product Transition?

A

A formal hand-off of a project’s outcome to its recipients, which could be a client or the next phase of the project. The project outcome, which includes the products, services, or benefits, is transferred to the next level for sustainment. Apart from the product, all required
documents, such as training materials, support systems, facilities, and personnel, are also delivered during the transition. The transition process ends only when the receiving entity or organization performs all preparation processes to receive the project’s end product and incorporate it. Transitions can be contract-based activities or can occur among functions or projects within an
organization.

22
Q

Transition Plan?

A

Is a document that describes how the outputs of a project will be transferred either to another organization or to a functional group within the performing organization. Transition plans must be created after detailed discussions with both the sponsors and customers.

23
Q

The transition plan is part of the project exit criteria. It includes?

A
  • Creating the scope of the transition and specifying what must be included and what can be excluded in the transition.
  • Identifying the stakeholders and their organization or group that must receive the transferred products.
  • Ensuring that the project benefits are measured and the benefits sustainment plan exists.
  • Ensuring that the products are transferred at the right time.
  • Creating a resource release plan that specifies what the resources must do after the benefits are realized and the products transferred.
  • Creating a financial closure plan that describes the requirements for the closure of project finances.
  • Ensuring that the contract closure requirements are consistent with the terms specified in the contracts.
  • Determining the processes to receive deliverable acceptance.
  • Communicating the requirements for project closure to the appropriate person with approval from the concerned person.
  • Listing the impacts of project closure and describing how the organization or its structure will be affected by it
24
Q

Transition Dates?

A

The transition plan should specify the date when the project product, service, or result will be handed off to its recipients. The transition date has to be specified in the plan so that the products are transferred at the right time.

25
Q

Product Training Events?

A

Are demonstrations provided by the company on a product or service during its transition phase. These training events are undertaken to teach recipients how to use purchased products or services. Modes of training differ from one product to another, and can include instructor-led training, video walkthroughs, handbooks, service manuals, and live demonstrations by experienced personnel.

26
Q

Extended Support?

A

Extended support refers to a type of assistance provided by a company to its customers. It is most often a paid service and offers assistance after the expiration of the warranty period of a particular product or service. Extended support may include technical support; customer service; software or product support; troubleshooting; maintenance; and any upgrades, installation, or configuration past the warranty period. These kinds of assistance can be provided over the phone, through email, through technical support personnel, or through a web chat.