1. CSSE 372 14.Oct.2008 Change control and problem escalation Chapter 10, pages 343-356

2. Outline Problem escalation Report level of detail Managing change

3. Authority principles Authority always exists… somewhere A person granted authority as a part of their job MUST use it, or it will move.

4. Authority through negotiation PM does not have unilateral authority in the project PM leads when and what of project activities FM determines how support will be given Create support with an understanding of CSP

5. 3 levels of escalation Project manager Resource manager Customer

6. CotD

7. Overcoming obstacles What is your understanding of the objective? What is your part in delivering this objective? What’s in the way of you doing your part? And how can I help?

8. “Nickel/Dime” Opinion Philosophy Other techniques

9. Communication matrix example Sponsor CEO CFO VP Eng. Managers Team Members Contractor Customer Project Notebook Project Plan IIIIIIII Executive Summary III Status reports MMMM Status meeting minutes WW Earned Value MQMMWW Time-phased budget MMM Resource utilization MMM Issue/Problem log MWW Risks/Assumptions MWW Legend I – As Created/Updated M – Monthly W – Weekly Q – Quarterly

10. Managing change Project change request Project impact statement

11. Outcomes of a change request It can be accommodated within the project resources and timelines It can be accommodated but will require an extension of the deliverable schedule It can be accommodated within the current deliverable schedule, but additional resources will be needed It can be accommodated, but additional resources and an extension of the deliverable schedule will be required It can be accommodated with a multiple release strategy and prioritizing of the deliverables across the release date It cannot be accommodated without a significant change to the project

12. Change control process

13. Change control form

14. Discussion How does change affect the adaptive and extreme project management approaches?

15. Questions?