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In this, the last post of the Project Change Control blog series, we’ll be discussing project deliverable re-baselining.  Now that you’ve gone through all the trouble to document and analyze a requested project change, and get the change approved, it’s time to ensure that your overall plan reflects the change so you stay on track.

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Little did I know the value I would continue to receive from my Goshen College education five years later.  I knew I had a very solid base on which to establish my career in information technology, but I had no idea that more and more layers of my Goshen College education and influence would continue to be uncovered

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Now that you have a project change that has been documented and analyzed for overall project impact, it’s time to get the change approved. Remember the Change Control Board and Basis of Decision we discussed earlier?  These concepts are extra important now, as you’ll see.

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As the end of the summer draws near (I KNOW, can you believe it?), “What I Did This Summer” presentations from our interns are creating excitement in the office.  As we’ve watched the interns learn and grow, influence and be influenced these past eight weeks, conclusions have begun to be drawn.  Who’s got it and who doesn’t?

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“Oh, this is a small change. We’ll just add it to the requirements.” “It’s only $20,000.” “A two-week delay isn’t that big of a deal.” The most common mistake when it comes to project change control isn’t that we interpret a large change as a small one.  It’s that we don’t treat small changes with respect, and end up with…

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Last December, Donald Sears wrote a thought-provoking blog post on the danger of focusing too much on project deliverables vs. objectives.  In this post, he stated: Teams and project managers can easily lose perspective while deliverables become meaningless check boxes of work completed. While I absolutely agree that danger exists (we’re struggling with that very situation at work right now),…

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Project changes.  Keeping them under control is one of a project manager’s biggest (and most important) jobs.  Scope creep can kill a project.  Schedule changes can make the business lose confidence in IT.  And an out-of-control project budget can wreak havoc on an entire IT organization.

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Four weeks ago, I started this blog.  Oh the fun I’ve been having!  At this one-month point, I decided to take a brief moment to reflect on what I’ve learned being a blogger so far. Interestingly, only 27% of my posts in the past four weeks have actually been technology related.  While I had expected a larger percentage than that…

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The company I work for is currently embarking on a project to virtualize desktops in select organizations.  Working in the IT department, it’s interesting to see that the majority of my colleagues are terrified of the concept, and hope to be one of the last groups converted.  While their greatest fear is the loss of control over their computer (more…

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Predictable project execution.  The holy grail for PMOs everywhere. We (the IT organization I work for) have lately been on a quest for this nirvana-like accomplishment, hoping against hope that there is a trick, a secret key to achieving it.  And if we only discover those hidden tools that surely exist, we will never have another project surprise again.  Never…

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