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The project is chartered to determine new ways to extend the product life of one of the company’s medium producing products. The project manager comes from the engineering department and the team comes from the product management and marketing departments. The project scope statement and project planning are completed when a stakeholder notifies the team that there is better way to complete one of the work packages. They even supply a technical review letter from their department proving that the new way to complete the project will be faster than the older way. The Project Manager has had similar experiences with this department on other projects and was expecting this to happen on this project. What is the first thing a Project Manager should do?
a) Contact the department and complain again about their missing the deadline for the submission of scope.
b) Look for how this schedule change will impact the cost to complete the work package and the quality of the product of the work package
c) See if there is a way to change from matrix environment to a functional organization so as to eliminate all the interference from other departments
d) Ask the department of they have any other changesThe correct answer is B.
Choice A could be done, but notice that it is not proactive? It would be helpful to get to the root cause of why this department always comes up with such ideas or changes after the project begins. However, this is not the immediate problem, the change is, and therefore choice A is not best. The type of project organization described is a matrix organization. There is not anything inherently wrong with such an organization, nor is there anything wrong in this particular situation that would require it to be changed, so choice C cannot be best. The department’s history makes choice D something that should definitely be done, but the proposed change needs more immediate attention. Only choice B begins integrated change control by looking at the impact of one change on other project constraints.
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