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Change management control

Change management control. Sources of Change Project scope changes Implementation of contingency plans Improvement changes. Change management control. The change control process Identify proposed changes. List expected effects of proposed changes on schedule and budget.

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Change management control

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  1. Change management control • Sources of Change • Project scope changes • Implementation of contingency plans • Improvement changes

  2. Change management control • The change control process • Identify proposed changes. • List expected effects of proposed changes on schedule and budget. • Review, evaluate, and approve or disapprove of changes formally. • Negotiate and resolve conflicts of change, condition, and cost. • Communicate changes to parties affected. • Assign responsibility for implementing change. • Adjust master schedule and budget. • Track all changes that are to be implemented.

  3. The change control process FIGURE 7.9

  4. Benefits of a change control system • Inconsequential changes are discouraged by the formal process. • Costs of changes are maintained in a log. • Integrity of the WBS and performance measures is maintained. • Allocation and use of budget and management reserve funds are tracked. • Responsibility for implementation is clarified. • Effect of changes is visible to all parties involved. • Implementation of change is monitored. • Scope changes will be quickly reflected in baseline and performance measures.

  5. Change Request Form (CR) FIGURE 7.10

  6. Change request log FIGURE 7.11

  7. PERT and PERT Simulation Chapter 7 Appendix

  8. Program Evaluation Review Technique (PERT) • Expands CPM methods to account for uncertainty in activity times. • Assumes each activity duration has a range that statistically follows a beta distribution. • PERT uses three time estimates for each activity: optimistic, pessimistic, and a weighted average to represent activity durations. • Knowing the weighted average and variances for each activity allows the project planner to compute the probability of meeting different project durations.

  9. Activity and project frequency distributions a. Activity times (beta) b. Project time (normal) from FIGURE A7.1

  10. Activity time calculations (7.1) The weighted average activity time is computed as follows:

  11. Activity time calculations (cont’d) (7.2) (7.3) Note the standard deviation of the activity is squared in this equation; this is also called variance. This sum includes only activities on the critical path(s) or path being reviewed. • The variability in the activity time estimates is approximated by the following equations: • The standard deviation for each activity is, • The standard deviation for the entire project

  12. An example: Activity times and variances TABLE A7.1

  13. Probability of completing the project (7.4) The probability of completing the project in the time specified is determined by first computing a z-score, as follows: The probability, α, associated with the z-score is the probability of completing the project on time.

  14. Example: A hypothetical network FIGURE A7.2

  15. Possible project duration TS = 67 TE = 64 from FIGURE A7.3

  16. Probabilities associated with some Z values TABLE A7.2

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