What are two types of change that project managers have to deal with during execution? What is the process for managing changes?
Project managers have to deal with a wide range of types of changes, including feature creep and personnel changes. Feature creep, or the tendency of a project to quickly grow into an entirely different animal, occurs when additional changes and features are added to the project’s original build. Personnel changes, merely the adding or removal of a project’s team members, can cause devastation to an otherwise on-task schedule. One can effectively manage change by ensuring each request is documented, verified, and understanding how the change, if approved, will affect the project’s schedule, budget, and overall success (Fuller, Valacich, George, Schneider, 2019). Change can and will happen; adapting rather than reacting to it is what makes a good project manager.
- Why is managing project knowledge so important to project plan execution? What can project managers do to facilitate knowledge management?
Project knowledge is vital in the project planning and plan executing phase due to the importance of each team member’s skills and experience, and the risk of them getting assigned to another project, department, or even if they leave the organization. Ensuring that documentation is created in each step of the phase, researching past project documentation for assistance in current tasks, as well as facilitating open communication in the form of an online depository, email or chat platform, or a shared document such as a Google Sheet, can all help create, maintain, and store a project’s knowledge and documentation.
- Everyone has managed projects, whether in the workplace, in school, or at home. Describe the activities you undertook during execution.
In my current role as an IT manager for a SMB, I have managed several projects, such as a complete IT infrastructure build, CSM implementation, and introducing a new VoIP system to the organization. In each project, the sophistication of the various tasks required extensive research and communication between multiple departments to ensure each system’s connectivity with other systems, as well as stay under budget and finish on time. As a few of my first projects were right out of college, I had the difficulty, as mentioned in the book, of learning how to both manage people and learn how to manage at the same time. Needless to say, the more I screwed up, the more I learned.
Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2019). Information Systems Project Management: A Process Approach, Edition 2.0. Prospect Press, Inc.
Categories: Group Theory