Scope may arbitrarily enlarge.
Can't tell who the customer is.
Don't know what deliverables to develop.
Can't tell when the project is complete.
Can't tell when the project is successful.
Costs far outreach the budgeted amount the project was originally given.
An activity is insurmountable.
The elapsed time used for one or more tasks far outreaches time estimates.
The enthusiasm of the project sponsor wanes.
OK, sorry to bother you.
You are the one who needs to sign off on the documents showing that the project is officially closed.
I can have a stakeholder sign in your place.
I'll just go ahead and sign them instead.
Project sign-off document
Review of project deliverables
Sign-off of scope document
Development of project schedule
Prioritization of project steps
Modify the project charter.
Modify the project concept definition document.
Obtain a new sign-off on the project charter.
Obtain a new sign-off on the project concept definition document.
Project concept document
Project scope document
The project manager doesn't have to have any IT background.
The project manager should have a minimum of IT background.
The project manager should be moderately IT oriented.
The project manager should be heavily IT oriented.
Risk response development
Provide a place for project sponsor sign-off.
Provide a place for customer sign-off.
Link each with a specific customer need.
Link each with a separate project step.
Provide metrics by which you can assess the requirement.
The type of change requested
The amount of time the change will take to implement
The cost of the change
How to obtain approval for additional funds and/or time
The stages at which changes are accepted
Make sure the requirements are thoroughly defined before the project begins.
Put a proviso in the charter that no additions to the project will be allowed once it's under way.
Alert the sponsor that you will not be taking any change requests after the project starts.
On your project intranet site, supply a button, labeled "Nice To Have," that the user can check for changes that aren't really necessary.
Cost estimates are provided by team members.
Cost estimates make up the project budget.
Cost estimates have a quality factor built into them.
You should average all cost estimates.
Work Breakdown Structure
You want a certain set of individuals on your project team.
You're running a high-level project in which you could augment the outcome by adjusting certain tasks.
You want a raise.
You're attempting to get better hardware for the same money.
Project sponsor, immediately
Project sponsor, not immediately urgent
Project manager, immediately
Project manager, not immediately urgent
Only when authorized to do so by stakeholders
Only when authorized to do so by the team member's regular supervisor
Team member reports to you that another team member is performing substandard work.
Stakeholders come to you requesting a schedule change.
Top performer is slacking off.
Management rumor mill is saying layoffs are in the offing.
Earned value analysis
Earned income proration
Estimated portion analysis
Estimated profitability analysis
One team member works longer hours than the others.
One or more team members has to leave the team.
Team isn't focused—it's going in divergent ways.
Team is fragmented along the lines of special interests.
Telling the customer no
Determining an alternative solution
Complaining to the sponsor