IT项目管理综合管理(第四章).pptVIP

* Change Control on Information Technology Projects Former view: The project team should strive to do exactly what was planned on time and within budget. Problem: Stakeholders rarely agreed beforehand on the project scope, and time and cost estimates were inaccurate. Modern view: Project management is a process of constant communication and negotiation. Solution: Changes are often beneficial, and the project team should plan for them. * Change Control System A formal, documented process that describes when and how official project documents and work may be changed. Change Control Boards (CCBs) A formal group of people responsible for approving or rejecting changes on a project. CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes. CCBs include stakeholders from the entire organization. Configuration Management Ensures that the descriptions of the project’s products are correct and complete. Involves identifying and controlling the functional and physical design characteristics of products and their support documentation. Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements. * Suggestions for Managing Integrated Change Control View project management as a process of constant communication and negotiation. Plan for change. Establish a formal change control system, including a change control board (CCB). Use effective configuration management. Define procedures for making timely decisions on smaller changes. Use written and oral performance reports to help identify and manage change. Use project management and other software to help manage and communicate changes. Focus on leading the project team and meeting overall projects goals and expectations. Chapter 4: Project Integration Management What Is Project Integration Management? Strategic Planning and