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Change Impact Assessment (CIA) - Lessons Learned from Major Programs

August 5, 2008 | Author: PM Hut | Filed under: Change Control, Change Management, Communications Management, Lessons Learned, Program Management

Change Impact Assessment (CIA) - Lessons Learned from Major Programs (#33 in the series Foundations, Frameworks and Lessons Learned in Program Management)
By Robert Prieto

The lessons learned on several major programs have been characterized in the context of the program management framework elements previously described. These lessons learned are reflected below.

The programs reflected range from $ 1 to over $ 30 billion in size and from 4 to 30 years in duration and include both US and non-US program management delivery. Over $ 125 billion of program cost is represented by these major programs. Program management lessons learned have been “sanitized” to protect the identity of specific programs. Input derives from program managers or other senior executives and in select instances from lessons learned documents prepared as part of the post mortem process.

Lessons Learned on Change Impact Assessment (CIA) - #4 in Organizational Foundation & Integrated Framework Processes

Program 1: It has been consistently found that dealing with change issues quickly result in mitigating severity of impacts. Potential change tracking system is needed and all updated information provided on a real time basis. Regressing effects of multiple changes must be evaluated.

Program 2: No lessons learned.

Program 3: Change processes must be actively controlled and appropriate balance given to competing requirements. The impacts of any change must be clearly assessed in terms of schedule and cost including full consideration of disruption from changed sequencing.

Program 4: Impact of changes must be continuously assessed including the impacts from changed sequencing or changes to third party commitments. Change impacts must be communicated quickly and frankly to the Owner and not footnoted away.

Program 5: No lessons learned.

Program 6: Change process managed by PM in concert with owner. Too many levels of approval and too much bureaucracy reduced timeliness of progress.

Program 7: No lessons learned.

Program 8: No lessons learned.

Program 9: No lessons learned.

Program 10: Change process actively managed by PM. Owner knew that this was a zero sum exercise where additions to scope in one project had to be offset by reductions in other projects in the program.

Program 11: No lessons learned.

Robert Prieto, Senior Vice President

Robert Prieto is senior vice president for Fluor, where he leads strategy for Fluor’s Industrial and Infrastructure group. Mr. Prieto focuses on the development and delivery of large, complex projects worldwide.

Prior to joining Fluor, Bob served as chairman of Parsons Brinckerhoff Inc. As head of PB’s board of directors, he was responsible for overseeing management performance, establishing top-level policies, and ensuring the firm’s continued long term success.

He is a member of the executive committee of the National Center for Asia-Pacific Economic Cooperation, a member of the board of directors of the Business Council on International Understanding, a member of the board of the Civil Engineering Forum for Innovation, and co-founder and member of the board of the Disaster Resource Network. He currently serves on the National Research Council’s committee framing the challenges on Critical Infrastructure Systems. Until 2006 he served as one of three U.S. presidential appointees to the Asia Pacific Economic Cooperation (APEC) Business Advisory Council (ABAC) and served as chairman of the Engineering and Construction Governors of The World Economic Forum and co-chair of the infrastructure task force formed after September 11th by the New York City Chamber of Commerce. He is also a member of the board of trustees of Polytechnic University of New York, and was previously selected as alumni of the year by its New York Chapter.

He has had an executive sponsorship role in the World Trade Center Transportation Hub; West Coast Rail Modernization; Train Protection and Warning System; Level 3 Communications Long Haul Network and Superconducting Super Collider.

Prieto holds a master of science in nuclear engineering from Polytechnic University of New York and a bachelor of science in nuclear engineering from New York University.

Fluor Corporation (NYSE: FLR) provides services on a global basis in the fields of engineering, procurement, construction, operations, maintenance and project management. Headquartered in Irving, Texas, Fluor is a FORTUNE 500 company with revenues of $14.1 billion in 2006. For more information, visit www.fluor.com.

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This entry was posted on Tuesday, August 5th, 2008 and is filed under Change Control, Change Management, Communications Management, Lessons Learned, Program Management. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.

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