4Ha - Change Managemen变更管理

PMWorkshopChangeManagementSlides\projplan\execplan.ppt2Contents•Overview•Definitions•ProcessingDCNs•OtherConsiderations•Strategies•Forms•SummarySlides\projplan\execplan.ppt3Overview•“Change”•ImportanceofChangeManagement.•PMResponsibilities–SetUpChangeManagementProgram.–TrainStaffandClientInChangeManagement.–ExecutetheProgram.Slides\projplan\execplan.ppt4Definitions•ApprovedProjectBasis-APB–Baselinefordetectingchange.–Expandsastheprojectprogresses•Proposal•Proposal+ProgrammingReport(PR)•Proposal+PR+MeetingNotes(MN)•Proposal+PR+MN+SDReport•Andsoforth...Slides\projplan\execplan.ppt5Definitions•Change–AnunambiguousalterationoftheAPBimpactingscope,cost,schedule,qualityorotheragreeduponrequirement.–Impactingdesignand/orconstruction.•“SignificantChange”–AllIDCstaffwillidentifychangestotheAPB.–ThePMwilldecidewhetherachangeissignificantandrequiresclientapproval.Slides\projplan\execplan.ppt6Definitions•ChangeManagementProgramComponents–EstablishingandmaintainingtheAPB.–RecognizingpotentialchangestotheAPB.–Quantifyingtheimpactonscope,cost,schedule,qualityorotherrequirements.–Obtainingaclientdecisiononimplementationofthechange.–Maintainingchangedocumentation.Slides\projplan\execplan.ppt7Definitions•DesignChangeNotice-DCN–Formthatidentifiesthechangeandquantifiestheimpacts.–Clientapproves/disapproves.•ContractChangeOrder-CCO–FormthatisusedtochangetheIDC/clientcontract.Slides\projplan\execplan.ppt8Definitions•PotentialChange–Potentialchangesarediscussedfrequentlyonaproject.–Someeventuallyareapprovedandsomejustgoaway.–ThePMwillmaintainalistofpotentialchangestokeepthestaffinformedofstatusandtoexpediteclientdecisions.–Achangeis“potential”fromthetimeitcomesunderconsiderationuntiltheDCNisstarted.Slides\projplan\execplan.ppt9Definitions•PendingChange–FromthestartofDCNpreparationuntiltheDCNisapproved/disapproved.–NoworkshouldbedoneoutsidetheAPB.–PMsthatdirectworktobeginonpendingDCNsexposethecompanytofinancialloss.Slides\projplan\execplan.ppt10ProcessingDCNs•PMmaintainspotentialchangeslist.•PMexpeditesclientdecisiononpotentialchanges:deletionversusDCN.•PMorclientcandirectthataDCNbedone.•Disciplinewithprimaryimpactprovidesdraft.•PCholdsmeetingwithallimpacteddisciplinesandgatherstheirinput.•PCprovidesDCNtoPMforreview.Slides\projplan\execplan.ppt11ProcessingDCNs•PMwillensurethatallimpactsarecoveredandthatadequatejustificationisprovided.•PMwillapproveandissuetheDCNandupdatedDCNLogtoclientforapproval.•PMwillexpeditetheclient’sdecision.•Afterclientdecision,PMwillprovide:–CopyofsignedDCNtoimpacteddisciplines/PC–AnyguidancerequiredtoimplementthedecisionSlides\projplan\execplan.ppt12ProcessingDCNs•ForapprovedDCNs,PCwilladjustasappropriate:–DCNLog–Disciplinebudgets–Constructionbudgets–Designschedule–Projectschedule–OtherSlides\projplan\execplan.ppt13IDCPolicy•NOWORKWILLBEDONEOUTSIDETHEAPPROVEDIDCSCOPE.•ANAPPROVEDDCNISTHEONLYVEHICLETOMODIFYTHEIDCSCOPE.•ANYDOUBTSMUSTBEADDRESSEDTOTHEPMIMMEDIATELY.Slides\projplan\execplan.ppt14OtherConsiderations•Trytoensurethattheclienthasincludedcontingencyintheirbudgetforchanges.•PMwillprovideDCN/CCOprocedures,earlyintheproject,andgainclientapproval.EnsureclientandIDCstaffunderstanding.•Donotassumethatclientstaffunderstandourscopeofworkboundaries.•Ensureadequateconsiderationisgiventotheimpactofeachchange.Slides\projplan\execplan.ppt15OtherConsiderations•Everychangecarriesrisktotheoverallqualityofourproductsthatisoutofproportiontotheeffortrequiredtomakethechange.•SubmitaDCNforeverysignificantchangetotheAPB.Don’tforgetconstructionimpacts.•DCNsforDesign/Buildprojectscanbecomplex.TheDCNdevelopment/reviewprocedurewillbepartoftheprojectexecutionplan.Slides\projplan\execplan.ppt16OtherConsiderations•Avoid“latebloomingbrilliance”fromourstaff.OurgoalshouldbezeroIDCinitiatedchanges.•AquickDCNisagoodDCN.Avoidthe“spiralofconfusion”thatresultsfromnewchangestoun-dispositionedoldchanges.Slides\projplan\execplan.ppt17ClientStrategies•EarlywillingnesstoapproveDCNsturnstoreluctancelaterastabmounts.•ApproveDCNbutatlessthan100%.•ApproveDCNbutnegotiatelessthan100%forContractChangeOrder.•ClientPMssignDCNbuthavenoauthoritytoincreasecontractualcompensation.•Clientpleadsforextraswhencontingencyisgone.Slides\projplan\execplan.ppt18ClientStrategies•Danglethelureof“futurework”toreduceorignorechanges.•Beatdownthepriceduringnegotiation.–PMcanhavetheLeadshelpexplain.–PMownsnegotiationandresult.•Claimthatachangeisnotachange.•DelaydecisiononDCNhopingthatIDCwillincorporatethechangeduetothepressuretomoveforwardwiththedesign.Slides\projplan\execplan.ppt19IDCStrategies•ForDCNscertaintobeapproved,maximizejustifiablebudget/scheduleimpacts.•Ifclientadoptsa%approach,DCNeverycreditablechangeandmaximizeimpacts.•IfclientslowtosignDCNs,don’tmakeanychangesindrawingsuntildecisionsaremade.•MakesureourjustificationforDCNimpactsisstrong.Slides\projplan\execplan.ppt20IDCStrategies•SubmitaDCNasearlyaspossibleontheproject.Clientreactionwillbeofinterest.•SubmitnegativeDCNswheneverpossible.•OnceDCNsareapproved,pushforCCOs.•BeprofessionalbutfirminDCNnegotiation.