The change control board (CCB) reports a change request submitted by a subject matter expert (BNF). The SME relates to except the injection and does not want to continue the project without the change. What should the project manager have done to avoid this situation?
Assessed the change's overall impact to the project before submission.
By evaluating the potential impact of the change request prior to its submission, the project manager could have identified any critical concerns and facilitated a more structured discussion around the change, potentially preventing the SME's insistence on halting the project.
While obtaining sponsor approval is important, it does not address the root cause of the situation. If the project manager had assessed the change's impact beforehand, it may have been unnecessary to involve the sponsor at that early stage, potentially streamlining the process.
Aligning a change request with the project scope is crucial, but it is a step that should follow an assessment of the change's overall impact. Without understanding the implications of the change, the project manager cannot effectively determine if it aligns with the project goals, making this step insufficient for preventing the situation.
Submitting directly to the change control board (CCB) bypasses essential preliminary assessments, such as evaluating the change's impact. This could lead to delays or complications if the request is not adequately justified or understood, which is not appropriate for maintaining project momentum.
The ability to assess a change's overall impact before submission is vital for effective project management. It allows the project manager to foresee potential issues, engage relevant stakeholders, and foster a smoother change control process. By neglecting this assessment, the project manager risks encountering resistance and disruption, as illustrated by the SME's stance on the project change.
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