How can you handle unexpected changes to deadlines or project scope?

Any change request to the defined project should be assessed on these criteria. 1. Is the change in scope due to strategic need or just want ? 2. How disruptive the requested change is and its urgency? 3. Does requested change make sense based on desired outcome? Ask questions or implement process to ensure the requests are evaluated carefully

The first question to be asked is “if the change adding value?” If it doesn’t, the team should do their best to kill it. And try to understand the reasons behind the change. Ask the Whys. The proposed changes do not necessarily always provide the most efficient and effective solutions to the problems.

In context of traditional/predictive approach projects, main criteria are Schedule, Cost and Quality. They are linked. Change in deadline or scope means we cannot avoid impact to Cost and Quality. For example, engaging more resources to crash your schedule. Or reducing quality control activities.

The proper definition of project exclusions at the scope baseline before the beginning of the project is crucial as any change which is part of the project exclusions will be considered as scope creep. In a construction project, change request is a common thing 1/ Is the change request part of the project exclusions? 2/ if Yes: Formal Official communication should be made to explain why it can't be done and discussions should go from there. If Not: Proper Evaluation on how the change is going to impact the schedule,cost should be determined and submitted for approval. 3/ In the event of a change in deadline. How many resources needed will depend on the new deadline ,Crashing & overtime will be required .Quality of work will be affected.

Making it a habit to underpromise and overdeliver on: * Timelines * Resources necessary * Costs * Contingencies * General expectations of desired outcomes Then you’ve laid the groundwork fairly well. Before you can effectively deploy this model you have to create demand and appeal, as you are the underlying product. Then say no to a decent percentage of prospective clients that come to you. This creates its own feedback loop. There are people that are understanding and easy to work with that are pretty flexible as long as outliers fall within reason. Then there are others who are not. Those who are not, are a burden on good clients by proxy, and as such, it’s your fundamental obligation to turn them away politely.

At planning stage itself, it is a good idea to agree on buffer time and team capacity with the customer. This would help incorporate "absolutely necessary" changes in the scope. Also, this is a good time to discuss and plan how more changes can be incorporated as an additional scope after the project ends. To negotiate terms in a win-win way, it is absolutely necessary to build the project plan, keeping in mind the uncertainties and other causes of scope and timeline changes.

As long as a process is in place, that the stakeholders agree to, the process is robust and the change is evaluated by people with knowledge on the project from differing facets, and the decision is not up to one individual. The implementation/negotiation of the change will be easier.

In my experience, there are two possibilities. most of the times the change is because of gritty mindset of the client. If we can show them the bigger picture...optimistic one...team can deal with the change in a better way. in case of resilient mindset, team needs to be little supportive and adapt the change...with respect to T & M involved.

Once the parties have accepted and agreed the change, and it is signed off on, as part of the process the communication of the change is mandatory so that it is executed efficiently. Part of this may be issuing instructions to Architects, Engineers and or Contractors.

Gérer son stress c'est avant tout savoir l'identifier et le reconnaitre. Ainsi vous pourrez choisir la technique qui vous ressemble et qui vous aide à vous relaxer. Le stress peut également survenir différemment selon notre mode de vie en général (nourriture, activité...) ou bien pendant les cycles hormonaux. Il est important de rééquilibrer les objectifs si on se sent "dépasser".

Project Management is stressful, from the moment you sign the baseline schedule, everyone involved is pushing to deliver earlier than the plan and below budget, for various reasons.

If there is delay in project timeline, a study may be needed to reorganize deliverables in a way that minimum team members/skills would be required to extend till the project end. As many solution components have to be kept "ready-to-deploy" as possible, so that the team size can be tapered down over timeline.

The best method for this is to implement a change register, the results of this change register are then developed into a lessons learnt database, it will also give the opportunity to measure and understand where the issues are within the project planning and execution, to allow future projects to have these issues addressed up front.

Flexibility and Adaptability: Cultivate a team culture that can adapt to changes. This includes being open to shifting priorities and having a mindset that accommodates revisions and learning.

Go back to what the original absolute game-changing priority was when you started the project - and then decide where to focus your energy and focus with the remaining time/resource you have to facilitate the biggest positive impact on that original priority.