![]() (For more on change management, see Chapter 10.) The possibility of change emphasizes once again the necessity of having everything down on paper before the project begins. This change management stipulates that the same stakeholders who agreed to the original rules must approve any change in the rules. ![]() Project rules also set up a means by which the project may be changed in midstream, if necessary. Project rules document stakeholders’ expectations. It’s the job of the project manager to manage these expectations, and this job begins by writing them down and getting agreement. ![]() One of the definitions of a successful project is that it meets stakeholder expectations. The time to resolve different assumptions and expectations is during this initial period before the pressure is turned up. If the stakeholders can’t come to agreement on the basic parameters of the project before the work begins, there is even less chance they will agree after the money begins to be spent. ” This haste would be counterproductive, however. This give-and-take may be so time-consuming that some may push for moving on and “getting to the real work. This is because the views of all the stakeholders must be heard and considered. Getting agreement on project rules is rarely easy. Let’s take a closer look at how a careful writing of the project rules can influence our three success factors: They are the guidelines that orchestrate all aspects of the project. Without these documented agreements, project goals and constraints might change every day. All the stakeholders-the project team, management, and customer-must agree on the goals and guidelines of the project. All project management activities flow from and depend on these rules and this is why there must be general acceptance of the project rules before the project begins. This article looks at how to create project rules that will address these three factors.
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