Change control and problem
escalation
Chapter 10, pages 343-356
CSSE 372
14.Oct.2008
Outline
 Problem escalation
 Report level of detail
 Managing change
Authority principles
 Authority always exists… somewhere
 A person granted authority as a part of their job
MUST use it, or it will move.
Authority through negotiation
 PM does not have unilateral authority in the project
 PM leads when and what of project activities
 FM determines how support will be given
 Create support with an understanding of CSP
3 levels of escalation
 Project manager
 Resource manager
 Customer
CotD
Overcoming obstacles
 What is your understanding of the objective?
 What is your part in delivering this objective?
 What’s in the way of you doing your part?
 And how can I help?
Other techniques
 “Nickel/Dime”
 Opinion
 Philosophy
Communication matrix example
M
Project
Notebook
M
Customer
Status reports
Contractor
I
Team
Members
I
Managers
Executive
Summary
VP Eng.
I
CFO
CEO
Sponsor
Project Plan
I
I
I
I
I
I
I
I
Status meeting
minutes
Earned Value
M
Time-phased
budget
M
Resource
utilization
Q
M
M
M
M
W
W
W
W
M
M
M
M
M
Issue/Problem log
M
W
W
M
W
W
Risks/Assumptions
Legend
I
M
W
Q
–
–
–
–
As Created/Updated
Monthly
Weekly
Quarterly
Managing change
 Project change request
 Project impact statement
Outcomes of a change request
 It can be accommodated within the project resources and timelines
 It can be accommodated but will require an extension of the




deliverable schedule
It can be accommodated within the current deliverable schedule,
but additional resources will be needed
It can be accommodated, but additional resources and an extension
of the deliverable schedule will be required
It can be accommodated with a multiple release strategy and
prioritizing of the deliverables across the release date
It cannot be accommodated without a significant change to the
project
Change control process
Change control form
Discussion
 How does change affect the adaptive and extreme
project management approaches?
Questions?