In: Operations Management
Chapter 4 of the PMI Practice Standard for Project Configuration Management (2007) describes a basic process for managing the “fundamental project constraints of scope, time, cost, and quality” (p.15). Comment on the similarities and differences between this basic process and the project change management process used in your organization. Is project change management effective in your organization? How can it be improved?
The project change management process manages the changes pertaining to the project baseline (for example, change in project cost, schedule, etc.) whereas the project configuration management relates with the changes in the final project or product specifications (for example, new or extra functionality added in the project).
Some of the condition of the project change management are such as cost overrun (in this case re-estimating of the project cost is done) and delay in the planned completion of the project. Whereas, for project configuration management , it is important to have information on the market based competition which makes new needs for the project changes (or incase the project becomes obsolete).
The most common aspect among these two processes are, both needs planning, documentation of the effort, monitoring and controlling of the process.
The change management process can be effective, if all the stakeholders are presented with the strong business case, identification of the change requirements, strong communication plan, Provide timely resources, data to be assessed in timely fashion, strong planning effort, determining the dependencies, managing the resistance , risks identifications, etc.