#9 Expect and embrace change

Change is going to be part of any project; the amount of change will be the variable. Given that is the case we might as well embrace it from the beginning.

Why

The project that does not have some change included from the beginning is extremely unusual. Unless a repetitive process, like processing a bank check or a help desk activity, there are usually too many variables in almost any project that some change from the initial plan is likely. Managing that change well is the difference between successful and poor project managers.

Surefire practice

1. Encourage input from the team regarding changes in the project. Make sure the team knows that communicating issues that may affect schedule or the project team is important. It should even be rewarded, where an early heads up will prevent hard times later on in the project.
2. Agree change control and change management criteria early with the project owners. The project manager should not be the only one to understand that change is likely and expected in the project. Explain how changes will be dealt with in your project with the project owner or sponsor. This will start things off on the right foot at the outset.
3. Listen and assess the problem, then take action. Once a problem is identified, then take time to understand its impact. After the impact is known, then develop the action to move the project back on track.
4. If it is really serious, re-budget. When the change is going to be significant, then a new budget may be required. If you think this is necessary, insist on it, otherwise disaster may follow.

Excerpted from Michael J. Cunningham’s Finish What You Start

Tags: change management, initial plan, management criteria, project managers, repetitive process, variables