The Project Change Control Process

Contemporary projects are subject to many changes throughout the development process. It is almost inevitable that the need for change will occur some time before implementation. First- and second-wave project management handled changes via a reactive process of "freezing" system requirements and not allowing for changes after the client had signed off.

A rigorous process of project change control must be designed and approved by the project sponsor, project manager, and stakeholders during the initial RAP sessions. Project changes can be internal or external:

  • Internal changes are those that originate from within the project team.

  • External changes are those that arise from stakeholders outside the project manager's team.

Control of changes involves three steps:

  • Request for change: All requests for change must be documented, whether they are internal or external. The documentation should include the originator's name , date of request, description of the problem addressed, description of the change, and justification for it.

  • Evaluation: You, the project manager, liaising as necessary with other people such as project team members and stakeholders, should evaluate the change. This may require the convening of another RAP session. Evaluation should cover such points as the following:

    • Is the change really justified?

    • If justified, is it essential that it be made at this time or could it or another

    • feature be deferred until after the postimplementation review phase at the end of the project?

    • Does the change alter the business case of the project?

    • What tasks , whether completed, in progress, or to be commenced, would be affected?

    • Can you estimate the duration and work effort required to implement change?

    • Will it require rescheduling of the project or extend the completion date of the project?

    • Will it require additional resources to carry out?

    • Does the change impact across related projects or systems?

    • Does the change require an alteration of the project development strategy?

    • Does it alter the complexity and risk of the project?

    • What stakeholders are impacted by the change?

    • What risks are involved whether the change is implemented or implemented?

  • Decision: Assuming the project manager has no doubt that the change should be made at this time, and provided it will not require additional resources, alter the complexity, alter the business case, or extend the completion date of the project, it can be accepted. However, if one or more of these conditions are not met, a meeting of the steering committee should be called to enable their review and approval.

The results of the evaluation and impact analysis should then be added to the memorandum requesting the change.

Radical Project Management
Radical Project Management
ISBN: 0130094862
EAN: 2147483647
Year: 2002
Pages: 136
Authors: Rob Thomsett

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