Unauthorized changes to projects can add unseen risks, create delays and incur extra costs, so make sure your project changes are controlled.
That?s according to Alan Wren, a professional services expert in England, who says that the need for ?change control? in project management implies that routines are in place to ensure that changes to project deliverables are controlled.
?Allowing unplanned extra work on previously completed outputs can leave the project manager with a poisoned chalice when a project that does not deliver that which its customers really needed or is late or over budget,? Wren wrote. ?As the guardian of the plan, a project manager needs to resist the temptation of following a seemingly easy option, and exercise control by only allowing properly authorized and funded changes.?
To help out, Wren outlined the difference between ?change control? and ?change management.?
Change control, he says, is the term for micro-level monitoring and regulation of the status of a project?s deliverables and is the subject of this article. Use this to control authorized changes effectively and to exclude informal and unauthorized alterations or additions to planned or already completed deliverables.
Change management, however, seems better related to the macro level, as it describes planned major undertakings, such as a migration from one business or technical state to another, through a project or a program.
?It?s an extension to change control in that it should provide procedures and personnel to take care of project deliverables, to ensure that each is uniquely identifiable, protected from harm or loss, that only the most recent approved version is used and that any proposed changes to it are authorized, managed and recorded,? he said.
Source: Suite 101, November 2010
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