Project Management for the 21st Century, Third Edition
A modern, proven approach to project management that has the potential to supply structure, focus, and control to drive work to success.
TABLE OF CONTENTS Project Management for the 21st Century, Third Edition
Part V: Evolution, Revolution, and Termination
- Chapter 20: Project Change and Death
- Chapter 21: Using Lessons Learned
- Chapter 22: Where to Go from Here
CHANGES IN PROJECTS OF TODAY
A key part in project management is how we cope with change. Today technology allows for rapid communications and greater availability of information. Issues are often discovered earlier. There is often a desire to get at the issue immediately after it surfaces. Time compression puts pressure on effort required to understand and reflect on the issue. Micromanagement arises more frequently. It must appear as a paradox: we can simultaneously empower people for projects and then turn around and micromanage them. How to understand the need for project change and defining the available options (including killing the project) are the focus of this chapter.
The Situation
We assume that you have collected a list of issues and opportunities and are considering changes. You are sure that you can't let the project continue as is. Based on what we have discussed, you define the scope of feasible changes. You now think about a change strategy. The change strategy defines what you want to have in place after the changes have been implemented. Table 20.1 identifies a series of examples of strategies. Your strategy may be a combination of these. The scope will establish constraints for the strategy. The strategy targets issues and opportunities. You narrow the field of strategies to a few. Why have these strategies? You do not want to overlook anything. Another reason is that you will...
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