At times even the best laid project management plans may not include provision for changes that need to be made, which motivates many team leaders to ensure there is a process to cope with unexpected changes.

The goals of most tasks are generally easy to define, a company could be put in charge of creating a marketing campaign for footwear, or designing the interior of retail outlets so as many customers as possible are enticed through their doors. These projects tend to be broken up into a range of logical steps and delegated to colleagues who take on these aspects of the campaign. Experts in management of assignments now recognise that the majority of initiatives do not run exactly to plan.

Problems and issues may crop up after the project has kicked off meaning the course to its success needs to be altered. This can occur for a variety of reasons; some suppliers of the materials needed to bring the task to fruition may have issues ordering the items needed at the same cost level. Those who have requested the help of your firm or skills may change their minds about details of their order, for example, the retail outlets in the previous example that need their interiors redesigned for the forthcoming season may alter their fashion lines, which could have an impact on the colours and materials used to decorate their walls.

Other changes to the scope of initiatives could be due to new partnerships between those commissioning the project and other firms, with the latter wanting to assert their influence over the task. As it is very common for problems to crop up, team leaders are encouraged via training courses and other academic resources to allow for changes to the scope of the campaign at its very beginnings. This means, that as managers are drawing together plans for how the project will proceed, they will include in these a Scope Change and Control process.

This is extremely valuable when it comes to redirecting tasks that have gotten waylaid due to an array of reasons. Sometimes the issues are solved quickly by team leaders, but occasionally they need the input of others, such as those who will be directly affected by the project. There are a great range of systems to choose from, with some featuring software that guide users through the steps of setting up plans that deal with unforeseen circumstances.

Systems of this nature tend to get very specific as this can help resolve future issues quickly and stop them from blowing budgets and deadlines. For example, project leaders at the beginning of their tasks are encouraged to draw up documents that describe how and when certain changes are approved. Minor tasks that are unlikely to delay the project beyond its resources are usually given the green light by managers, while more significant alterations require the approval of a steering committee. Members of certain boards that assist the resolution of changes could be suggested and outlined early on, so experts are on hand to give their input when necessary.

During tasks, other colleagues may notice problems and their insights could greatly reduce the chances of plans becoming derailed. Because of this, you may wish to make provision for a system of feedback regarding the initiative. Letting colleagues and workers know they are free to come forward with their concerns or recommendations keeps communication open and makes it more likely they will air their worries.