Abbott Project Management Playbook

Project control begins with creating baseline data. Guidelines created by the project team used to develop baseline data are compiled in the Project Management Plan and described in the following subsidiary management plans: • Scope Management Plan • Schedule Management Plan • Budget (Cost) Management Plan Typically, baselines may only be changed through a formal, documented change process. This is called re baselining and is typically permitted only after approval of a formal change to the approved scope, schedule, or cost, as authorized by the project sponsor. Changes are inevitable and successful project teams effectively manage change. If changes are not managed, then project objectives will be jeopardized. Eventually, all changes must be either approved or rejected. Because project attributes (scope, schedule, cost, risk, quality, and resources) are interdependent, determining the impact of a change across all project attributes requires a unified approach. Adopting an Integrated Change Management Plan will give the project team an effective methodology to account for the full impact of a change. But the result of a change might not be immediately apparent. It is incumbent on the project team to monitor the project’s ongoing performance. Controlling a project requires more than evaluating changes. Continuous monitoring is required to ensure project objectives will be achieved. By using Earned Value Management and understanding the various metrics that can be derived, the project team can determine project health at any point during the project. The last, and certainly not the least, aspect of controlling a project is managing risk. Defined as uncertain events or conditions, a risk can have a positive impact (an opportunity) or a negative impact (a threat) on project scope, schedule, cost, quality, and resources. The project team is responsible to act to benefit from opportunities, and to minimize or eliminate the impact of threats. 9.1 S COPE C ONTROL – S COPE M ANAGEMENT P LAN Scope management is the most fundamental element of project control. All other project attributes - schedule, cost, risk, quality, and resources, depend on the project scope. It defines all the work required to complete a project. Just as important, it defines only the work that is to be completed. The Scope Baseline is a specific version of the project scope, accepted and approved according to requirements established in the Project Management Plan. It is the basis against which progress is measured and reported. It is a criterion used for evaluating change requests, preventing scope creep, and gaining project acceptance. With the Schedule and Cost Baselines, it governs Detailed Design and Project Execution. Typically, the Schedule Baseline can only be changed through a formal change process documented in the Integrated Change Management Plan. An important part of controlling scope is identifying the source of variances to determine if project management preventative and/or corrective actions are required. Scope verification is the formal acceptance of the completed project scope and deliverables by the Stakeholders. It includes confirming all the work required, and only the work required, to successfully complete the project was performed. The Scope Baseline, user requirements, and equipment specifications are used for scope verification.

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