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Chapter 13 Managing Changes to the Software Project In This Chapter Planning for and managing project changes Managing your project s scope Creating and following a change control system Getting a handle on project costs Dealing with variances in your schedule Expecting and accepting changes Plan for changes. That s right; you will encounter changes during your software project, so accept these facts, and just plan for them. Maybe a key team member will be removed from the project at a critical time or your stakeholders will determine that some of the functionality that they didn t want at the beginning of the project is now critical. Or perhaps an outsourcing portion of your project that you planned to have completed in six weeks will now be extended for three more weeks. Don t blow a gasket. Encountering changes during your software project is not a sign that you planned poorly; it s a sign that you are living in the real world where people change their minds, risks are encountered, and stuff happens. You re better off accepting the fact that you will encounter changes so that you can plan accordingly. That s why the title of this chapter is Managing Changes to the Software Project instead of Trying to Eliminate All Changes to the Software Project.
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In this part . . . Every time you work on a big software project, things tend to get slippery. Stakeholders want changes, contractors miss deadlines. Exerting control is a significant factor in successful software project management, so Part IV helps you understand the importance of managing and tracking changes to your software project with an eye on reining things in. You discover how to create effective change control plans while proactively tracking project performance.
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Part IV Controlling Your Software Project
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262 Part III: Executing Your Software Project Plan Signing off is a formal transaction with full documentation indicating both your and the vendor s agreement that the project is complete to the satisfaction of all stakeholders. At this point, and only at this point, is the contract complete. Great job on managing a subproject to your main project, but hold the champagne this is a business transaction, after all. Wait until you re off the clock!
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Chapter 12: Procuring Goods and Services 261 What now? Through the whole process of acquiring your application, you have conformed to a system in which you monitored and documented every event related to your system acquisition. Now is the time to review your findings, get together with the software application vendor, and close out the contract. Read on for some insight into what you need to do to conclude your contract. Auditing the goods and services As the project manager, you need to ensure that the software application you purchased performed as agreed upon. If you have some of the vendors employees perform areas of the system testing, you re expected to demonstrate the results of the audits of these testing services. If you have a dispute either you don t agree that the vendor adequately performed the software testing or their application was down longer than agreed upon percentages you need to take the appropriate action. Some typical responses include withholding payment, insisting that the vendor rectify the situation, or (in serious situations that can t be resolved) going to arbitration. But one way or the other you need to audit the products or services that you receive in order to make sure you get what you paid for. It s best to make auditing an ongoing process (hint, hint, build it into the project time- line) instead of waiting until the end of the project to announce that the vendor didn t meet an agreed upon objective. This auditing process may include scheduled meetings with the vendor to discuss outstanding issues, written status reports from the vendor, and acceptance of predefined deliverables at scheduled due dates. Signing off for the procured goods and services There are trigger points for contract payments at defined times or accomplishment targets in the contract. The final trigger is your acceptance of the system as a complete and functioning product. When you and the vendor agree that the goods and services you received are the goods and services you expected, you can sign off that the vendor has met its obligation.
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260 Part III: Executing Your Software Project Plan Arbitration is a common remedy for resolving disputes that involve performance and implementation issues, and it s a better way to address these issues than a good old-fashioned lawsuit. Most, if not all, contracts also specify where the arbitration or legal proceedings arising from a dispute will be administered. Typically, software vendors want disputes to be resolved in the vendor s home state, and you (the buyer) probably want them to be handled in yours. This can be an important point in contract negotiations because the available remedies and penalties under contract law can vary from state to state. Be sure that you can live with whatever jurisdiction you agree to use. Your employer or sponsor may have strict guidelines regarding these issues, and you should always be aware of their needs. Know what can and what can t be disputed under the terms of your agreement. Most contracts contain clauses releasing either party from their obligations under certain circumstances, such as damage due to monsoons, falling meteors, or other natural disasters. In general, anything other than these factors, as well as terms of delivery and performance, are considered negotiable items in the contract and can be altered with the agreement of both parties to the contract. Issues such as when delivery occurs, who insures equipment and product, who owns the code, and how the product is delivered can all be negotiating points, and they can all affect your satisfaction with the contract you sign. When done correctly, a well-negotiated contract addresses all these issues and leaves little to chance concerning what is expected from you and your vendors. If all parties know what is expected from your agreement, there should be little need for dispute resolution. Compromise and working through issues are always better than going to arbitration, being sued, and creating a hostile and tense working environment that you might have to endure due to a poorly executed contract. Be flexible in dealing with issues, but also be firm in insisting that the provisions of the contract be upheld. It s just good business, and neither party should be upset with conforming to their responsibilities under their mutually agreed upon contract. Closing the Vendor Contract Time flies when you re having fun, and boy, have you had a ball. Tempus has fugit and you re at the end of the implementation of your software application.
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Chapter 12: Procuring Goods and Services 259 Usually, the SOW is written by the vendor, because the vendor will perform the work. The buyer may have input into the SOW, and in some cases may actually write it with the input and consent from the vendor. No matter who writes it, the SOW needs to contain enough detail so that full expectations for the project are understood by all parties. As with most of the other project management processes, the SOW may be revised after more information is obtained. The statement of work, at a minimum, should include in detail The product that is being installed The process and procedures for installing the product A specific statement about who will be doing the work A specific list of resources that are necessary for completing the project Specific milestones for marking the advancement of the project The expected amount of time to achieve completion of the project The SOW is a formal document and should be incorporated in the contract for the software application that you have purchased. Solving problems and compromising Problems? Issues? What are you talking about? You bought the application that fits your needs and negotiated a great contract that covers all your bases. Or so you thought. Despite the best intentions of both you and your chosen vendor, problems sometimes arise during the application of the terms of your agreement. Usually, the vendor is very accommodating in working through issues with the customer. After all, unresolved problems are terrible for attracting repeat business and can be deadly if customers discuss the problems in public forums within an industry. It is extremely hard to sell a product after one or more respected users have aired unresolved issues to their colleagues, so vendors generally work diligently to resolve disagreements before they reach a critical stage. Sometimes, despite everyone s best intentions, disputes can t just be talked out. Accordingly, all purchase agreements and product warranties include stipulations for dispute resolution and remedies for disagreements between the contracting parties.
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258 Part III: Executing Your Software Project Plan Payment terms: Should you pay the entire purchase price at the contract signing? Nope. Most contracts involving software are structured so that payment occurs in stages. Typically, some portion of the purchase price is paid with the signing of the contract, and other portions are payable at certain points during the installation and implementation. Some usual pay point triggers are At product delivery At initial installation Upon first use After completion of installation At product acceptance Graduated payment works for both sides of the agreement; the vendor gets payments at various milestones, insuring that he gets income from his investment in his product to help cover his costs; the buyer gets to hold on to his capital longer and has some leverage to insure that the vendor continues to provide the product and services he has agreed to provide. Nothing says leverage like withholding payment for incomplete or inadequate services and products. The final payment, usually at product acceptance, happens when both sides agree that the work was completed satisfactorily and the contract is fulfilled. This step usually includes a formal sign-off, which documents that the contract has been successfully performed. Extraneous work and materials: This is work that s not included in the product purchase unless otherwise specified. In many cases, software vendors provide only the software of which their product consists. Usually, they specify that any hardware, cabling, air conditioning, infrastructure or other factors necessary for the successful implementation of their product are to be provided by the buyer. This works for both sides of the agreement because the vendor doesn t have to provide components that may not be compatible with the standard requirements, and the buyer can control the environment in which the application runs. This part of the contract should be specified, however, and the company providing the software should provide a list of recommended equipment that is compatible with its application. Creating the statement of work The statement of work (SOW) is a written document that details the scope of the work that the vendor will perform and is an output of the procurement planning process. The SOW can either be written by the buyer or by the seller.
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