Project Changes

Coping with changes and changing priorities have been reported as the most important single problem facing the project manager. Minor changes can be reacted to fairly quickly, but significant change is much more serious and can have a demotivating effect on the project team unless it is something they have sought in the interests of the project. Change can stem from the customer, the end user, the sponsor or from technical problems. The most common changes are due to the natural tendency of the customer and team members to improve the product or service. The customer may become aware of new demands and performance requirements during the course of the project; new technologies may become available; or better ideas occur to the team as work progresses. Without control, a continuing accumulation of little changes can have a major negative effect on the project’s schedule and cost. How should change then be controlled?

Meredith & Mantel suggest the use of a formal change control system that:

• Review all requested changes to the project (both content and procedure).
• Identify all task impacts.
• Translate these impacts into project performance, cost and schedule.
• Evaluate the benefits and costs of the requested changes.
• Identify alternative changes that might accomplish the same ends.
• Accept or reject the requested changes.
• Communicate the changes to all concerned parties.
• Ensure that the changes are implemented properly.
• Prepare monthly reports that summarise all changes to date and their project impacts.

Click here to view and download a handout with an example Project Changes Example