Project Management and Change Management - Sean Low

Pink Elephant – Knowledge Translated Into Results
Project Management &
Change Management
The Value & Challenges Of Integration &
Alignment
Sean Low
IT Management Consultant
Pink Elephant

<Insert presentation title> © Pink Elephant, 2016. All Rights Reserved.
Why is it important?
§  Projects fail too often.
§  Contributors to project failure:
§  Failure to address excessive change request or uncontrolled
changes
§  Big changes are estimated, but because they are less visible,
the smaller scale changes are omitted
§  Change requests are handled informally without assessing
their implications or agreeing to changes in schedule and
budget
§  Failure to identify or engage the stakeholders
§  Poorly planned/managed transitions
§  Failure to address culture change issues
§  …and more
2

Project: Definitions
3
Project
§  A temporary organization that is created for the purpose of
delivering one or more business products according to an agreed
Business Case (PRINCE2)
§  And a project is unique in that it is not a routine operation, but a
specific set of operations designed to accomplish a singular goal.
(PMI)
§  A defined sequence of tasks that is a temporary set of activities to
accomplish specific outcomes. Once achieved and measured, the
project terminates. In addition to specific outcomes, projects have
deliverables, a deadline and a budget (IAITAM)

Project: Definitions
4
Project Management
§  Planning, delegating, monitoring and control of all aspects of the
project, and the motivation of those involved, to achieve the
project objectives within the expected performance targets for
time, cost, quality, scope, benefits and risks (PRINCE2)
§  Application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements (PMI)
§  The discipline for planning, organizing and managing projects
(IAITAM)

Project Goals
5
§  Projects are the means by which we introduce change
§  Project characteristics are:
§  There are six variables involved in any project and
therefore six aspects of project performance to be
managed:
§  Change §  Temporary §  Cross-functional
§  Unique §  Uncertainty
§  Cost §  Timescale §  Quality
§  Scope §  Risk §  Benefits

Change: Definitions
6
Change
§  The addition, modification or removal of authorised,
planned or supported service or service component
and its associated documentation (PRINCE2)
§  A movement out of a current state (how things are
today), through a transition state and to a future state
(how things will be)

Change: Definitions
7
Change Management
§ To control the lifecycle of all changes, enabling beneficial changes to
be made with minimum disruption to IT services (ITIL)
§ Change management is a comprehensive, cyclic, and structured
approach for transitioning individuals, groups, and organizations from
a current state to a future state with intended business benefits (PMI)
§ Change management is the process by which changes to the project
scope, deliverables, timescales or resources are formally requested,
evaluated and approved prior to implementation.This is achieved by
understanding the business and system drivers requiring the change,
identifying the costs and benefits of adopting the change, and
formulating a structured plan for implementing the change.

Change Goals
8
§  Standardised methods and procedures are used for
efficient and prompt handling of all changes
§  Contributing to meet governance, legal, contractual
and regulatory requirements
§  „„Reducing failed changes and therefore project
disruption and failure
§  „„Delivering change promptly to meet project
timescales
§  „„Contributing to better estimations of the quality,
time and cost of change
§  „„Assessing the risks associated with the transition
of services

+
Change and Project: Dependence
Change
Management
9
Project
Management
Significant changes (cost,
time, risk) are normally
implemented through projects
Projects requires change
management in place to
ensure changes are
implemented correctly to
reduce risk

Change Management in Projects
§  To identify, assess and control any potential and
approved changes to the baseline and components
within a project
§  Change is inevitable
§  Systematic approach is needed to identify, assess and
control issues that cause change
§  Every change needs to be approved by the proper
authority before it is made
§  Baselines and versions are essential for effectively
managing change
10

11
CAB / Project Board / Change Authority
Change Register / Change Log
• Determine
issue type
severity /
priority
• Log Register
• Identify
Options
• Evaluate
Options
• Recommend
Options
• Escalate if
beyond
delegated
authority
• Approve, reject
or defer
recommended
option
• Take corrective
action
• Update records
and plans
Request for advice Request for advice
• Assess impact:
• Project
Objectives
• Business
Case
• Risk Profile
• Check
• Severity
• Priority
Capture Propose Decide ImplementExamine

12
Type Of
Changes
Definition
Request For
Change
A proposal for a change to a baseline.
• Reactive Change: When changes are necessary to
respond to project problems (i.e. delays, technical
failures, funding shortages, resources issues, etc.).
• Requested Change: When changes to project
requirements, scope, deliverables or related management
plans are requested by end-users or other project
participants.
Off –
Specification
Something that should be provided by the project, but
currently is not (or is forecast not to be) provided.

Change Control in Projects
§  Change Control: a systematic approach to managing all
changes made to a product or system. The purpose is to
ensure that no unnecessary changes are made, that all
changes are documented, that projects are not
unnecessarily disrupted and that resources are used
efficiently
§  Appropriate boundaries must be set that will both establish
and limit the types of changes to be considered (beneficial)
§  If a change is required to keep a project going, that change
must be accepted
§  If change is discretionary, that change must be weighed
against existing project conditions and established
boundaries.
13

Change Control in Projects (cont’d)
§  Value and Priority. If a project is very visible and important,
you may need to set high limits for discretionary changes to
avoid unwarranted risks
§  Timing. If the change request arrives at an early stage in
the project, that change can probably be absorbed, but if the
project is more than 50% complete, that same change may
actually interfere with timely completion
14

Change Control in Projects (cont’d)
§  Cost. Project changes can increase (or decrease) project
costs. In order to properly manage changes, you should set
limits on change related costs, so that your budget is
appropriately maintained – change budgets
§  Impact. In order to maintain proper control of project
change, you will need to evaluate and identify "change
impact" - i.e. how will a given change affect the project as a
whole or in part? Will the change impact scope,
deliverables, schedules, resources, or some other project
element? With this detailed understanding, you can set
appropriate, yet flexible boundaries as a guideline for
change review and approval
15

Change Management Plan
§  Change Management Plan: Standard project
execution, accomplishes:
§  Scope, schedule, and cost control synchronized with current
development
§  Visibility of scope and cost changes
§  Effective team communication
§  Clear roles and responsibilities with regard to managing
changes
§  Communication to stakeholders for awareness and approval
§  Consistent quality of deliverables that meet organizational
expectations
§  A consistent decision making process regarding the
implementation of change throughout the life of the project
16

Change Management Roles
17
Role Description
Change
Initiator /
Requestor
•  Initiates or requests for change. The requestor
will create an RFC with the required information
for the change to be approved and
implemented.
Change
Coordinator
•  Registers changes as needed to handle
requests for change or receives change
requests from other change initiators
•  Helps determines the risk and impact for
requested changes
•  Helps prepares implementation plans by
creating tasks monitors the progress of
changes.

Change Management Roles (cont’d)
18
Role Description
Change
Manager
•  Responsible for managing change procedures
•  Receiving and prioritizing change requests
•  Evaluating the risk level associated with
requests
•  Keeping thorough records of the outcome of
each change.
Change
Advisory
Board / Project
Board
•  Assess the changes
•  Prioritize the changes
•  Responsible for authorizing changes and
further evaluating requests when the change
manager determines that there is a high risk
associated with these requests
•  Evaluates impact that a requested change may
have on all affected parties.

Change Management Roles (cont’d)
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Role Description
Change
Implementation
Team
•  Consists of the specialists who are responsible
for actually making changes
Project
Manager
•  Manage control procedure
•  Create & maintain change log
•  Implement corrective actions

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s.low@pinkelephant.com
www.pinkelephant.com
www.twitter.com/theitilexperts
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Project Management and Change Management - Sean Low

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