Why bother with Formal Change Control?
Companies use change management to control both internally generated and customer-driven changes in the scope of projects. Any update to a WBS, other than an elaboration of details that already exist, should require formal change control. To ignore this step invites changes in scope that can spell doom for the project. 4. Method Orientation The WBS should be outcome oriented and not prescriptive of methods. Methodology can change without any change to the planned outcomes. Planned outcomes or deliverables (which should be fairly rigid) should not be closely blended with actions and methods (which can be flexible). 5. To Do List Mentality The To Do list approach to WBS construction stems from a manager’s belief that the WBS is actually a step-by-step procedure for doing everything. This approach can lead to the concept that managers walk around with a detailed checklist they use to check off each item as it is completed. Ultimately this leads to micro-management, which is not generally
