Joined: Jan 23, 2005 Posts: 11 Location: Australia
Posted: Wed Feb 09, 2005 1:57 pm Post subject:
I believe that a project can be described as a program of change with a defined deliverable or set of deliverables.
In most cases a project will consist of a series of changes that occur in support of the project's key objectives. For example; The project may be to implement a new business service. This project may involve a number of defined changes:
- RFC to add a new server to the data center, i.e. provide power, A/C, network connectivity, actual server equipment, operating system
- RFC to migrate application and database from test environment to production environment
- RFC to open up connectivity to the business service to the users
- RFC to apply emergency change to fix a bug in the application software
- RFC to activate module 2 of the business service
What each of these RFCs have in common is that they are all related to the delivery of a new business service (the project). Additionally if your change system enables you to record the project id with every associated change, you can measure the success of the project and cost all activities associated with the project.
Joined: Oct 06, 2004 Posts: 77 Location: Bloomington, IL
Posted: Thu Feb 10, 2005 5:48 am Post subject:
It was indicated to me about five years ago that an RFC is the means by which a project is initiated. As Tania stated you should also use RFCs and Release Management principles and procedures to help manage the deliverables of a project. Also ITIL states that if no project change management process exists for an organization, then ITIL Change Management can also serve as a suitable substitute.
Change Management is a very good "wrapper" or "governance" process for projects because of the risk management aspect and the control over approvals. Using an RFC helps determine if the project should be done in the first place or if it is too risky.
Joined: Jan 16, 2005 Posts: 37 Location: New Zealand
Posted: Thu Feb 10, 2005 7:33 am Post subject:
...an RFC is the means by which a project is initiated.
This is how I am approaching it now.
All Projects are initiated by a Request for Change (RFC) and may result in the creation of a number of related/child RFCs. The initial RFC that creates the project should always be categorised as “Major” and it is decision of the Change Manager, CAB and Senior Management Team authorising the RFC, that determine whether the RFC should be managed as a Project.
This is where it gets grey and what prompted my initial posting:
Each Change is assessed on its own merits and the criteria for determining when a RFC initiates a Project are based on impact to the business, in terms of the size of the change, risk to the business and the level of comfort required by management.
I don't think there is any way around that. Thank you to both
Posted: Sun Feb 13, 2005 4:31 pm Post subject: Some thoughts....
Just to add on to this discussion, this is what my understanding is-
ITIL Change Management framework can be used by the project if there is no project change management exists, however both of them should be kept separate. As Tania has pointed out one Project in its life cycle can lead to multiple changes thereby initiating multiple RFC's. However the scope of these RFC's would be limited only to one or few tasks of the Project.
Also a project can be triggered in different stages of an RFC. Assuming the change is a major change and the impact analysis to be carried out involves multiple resources and multiple locations etc.. can be taken as a project and executed, same goes for change built or implementation for that matter for any major change.
The idea here is to define the inter-relationship between Project Management and Change Management and practice the same.
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