China
Africa
Explore chapters and articles related to this topic
Change Impact Analysis in Software Versioning
Published in Madapuri Rudra Kumar, Kalli Srinivasa Nageswara Prasad, Annaluri Sreenivasa Rao, Vinit Kumar Gunjan, Change Request Impacts in Software Maintenance, 2020
Madapuri Rudra Kumar, Kalli Srinivasa Nageswara Prasad, Annaluri Sreenivasa Rao, Vinit Kumar Gunjan
When a change request is submitted by an originator towards an ongoing project, the control board of change allocates an assessor for variation. Here, the assessor performs Impact Analysis of business for detecting change value for the business and the project. Further, the assessor also verifies whether the projected request for change is completed formally and understood; this stage might occur within less time. Here, the assessor might then detect the change value towards business in the following ways: Whether the projected change could be assisted by the case of business or by regulatory or legal pre-requisite. Which consumer pre-requisite improvement chapters, subareas of business and performance might be developed and enhanced. Whether the projected change makes issues with current pre-requisites. Whether there were any conflicting change requests submitted already. Whether the requested change forms any gridlocks or bottlenecks of business. Whether the requested change could be deemed expensive, intricate, controversial or confusing.
Specification Control
Published in John A. Burgess, Design Assurance for Engineers and Managers, 2020
One technique for providing the necessary review and appoval is to use a form of engineering change request to revise an issued specification. The change request defines the reason and scope of the change and may define changes in specific requirements. The document is circulated for review and approval to those persons or groups who signed off the original specification. After the engineering change request is approved, it serves as the authority document for the actual specification change. Upon completion, the document number of the change request is listed on a change control page in the specification, such as illustrated in Figure 4.8. This approach provides clear traceability of the source and reason for the change to each revision letter of the specification. Such a detailed control process may not be required in all industries. However, it is simple to administer, and it does provide a useful record of specification changes.
Execution, Monitoring and Control – Novice
Published in Lisa Anne Bove, Susan M. Houston, Project Management Skills for Healthcare, 2020
Lisa Anne Bove, Susan M. Houston
Part of the kickoff meeting should also describe the change control process. Requests to add to or change planned scope frequently occur. The change request process should include a method to track requests, analyze the potential benefits and impacts, and who will make the final determination of the requested change. Describing this process early in the project will help make the project change process smooth. The kickoff meeting should end with a discussion of when and how stakeholders will get communication about the project. In a small or less complex projects, this may be another announcement at the next regularly scheduled meeting or an email update. For a larger or more complex projects, regular status meetings and schedules for written reports should be established and follow a predefined schedule. They could be scheduled as often as weekly or as infrequently as monthly, as long as they follow a predefined schedule so that stakeholders know when to expect information. Status meetings could be scheduled monthly on the third Monday, for example. The PM should schedule these in advance of the kickoff meeting and share the schedule, location, dial-in information (if applicable), and expected attendees as a way to close the status meeting. In addition to holding status meetings, the PM should follow the other steps in the communication plan throughout this phase. More information about the communication plan is available in Chapter 5 (Planning – Novice).
Persuasive Communication Practices of Engineers in Cross-Boundary Decision-Making
Published in Engineering Studies, 2022
Alexandra Coso Strong, Tehya Stockman, Tom Heale, Steven Meyer, Elena Meyerson
Martian, Inc. is a global vehicle design and manufacturing company with over 150,000 employees and project cycles on the scale of years. The company is well established in its industry, and, due to its age and size, design decisions are subject to approval based on a well-defined hierarchy. Depending on the potential impact of a particular design decision on vehicle sub-systems, engineers may need to pass decisions through multiple levels of management before being implemented. For example, for changes that impact the work of other groups, or for vehicles already in production, a standardized change request and approval during what the company calls ‘change board meetings’ is required. This formality in decision-making aligns with the distinct levels and important role of hierarchy within Martian, Inc.: There are four levels of change board meetings—three, two, one, and zero. Each board has its own set of criteria that it is allowed to authorize … the higher the board you have to go to the more expensive it is to implement what you want to go do … Three is [led by] a design expert … two is [led by] the senior manager … one is [led by] the program manager, and those are engineering heads, zero is [led by a] program vice president and finance vice president. Each change has to go through each one of those boards. – Alanna, Project Manager, Vehicle StructuresMartian, Inc. prides itself as a leader in vehicle design and manufacturing. This industry leadership and the desire to remain an industry leader impacts the culture and values of the company. Safety, reliability, and excellence are key values, as evidenced by the high level of formality and the hierarchical layers of company processes. During the design process, three design metrics are at the forefront of discussion and decision-making: cost, weight, and schedule.