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The Integrated Change Control process is performed from project inception through completion. Change control is necessary because projects seldom run exactly according to the project management plan. The project management plan, the project scope statement, and other deliverables must be maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes so those approved changes are incorporated into a revised baseline. The Integrated Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution:
Identifying that a change needs to occur or has occurred.
Influencing the factors that circumvent integrated change control so that only approved changes are implemented.
Reviewing and approving requested changes.
Managing the approved changes when and as they occur, by regulating the flow of requested changes.
Maintaining the integrity of baselines by releasing only approved changes for incorporation into project products or services, and maintaining their related configuration and planning documentation.
Reviewing and approving all recommended corrective and preventive actions.
Controlling and updating the scope, cost, budget, schedule and quality requirements based upon approved changes, by coordinating changes across the entire project. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.
Documenting the complete impact of requested changes.
Validating defect repair.
Controlling project quality to standards based on quality reports. Proposed changes can require new or revised cost estimates, schedule activity sequences, schedule dates, resource requirements, and analysis of risk response alternatives. These changes can require adjustments to the project management plan, project scope statement, or other project deliverables. The configuration management system with change control provides a standardized, effective, and efficient process to centrally manage changes within a project. Configuration management with change control includes identifying, documenting, and controlling changes to the baseline. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed.
Project-wide application of the configuration management system, including change control processes, accomplishes three main objectives:
Establishes an evolutionary method to consistently identify and request changes to established baselines, and to assess the value and effectiveness of those changes
Provides opportunities to continuously validate and improve the project by considering the impact of each change
Provides the mechanism for the project management team to consistently communicate all changes to the stakeholders.
Some of the configuration management activities included in the integrated change control process are:
Configuration Identification. Providing the basis from which the configuration of products is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration Status Accounting. Capturing, storing, and accessing configuration information needed to manage products and product information effectively.
Configuration Verification and Auditing. Establishing that the performance and functional requirements defined in the configuration documentation have been met.
Every documented requested change must be either accepted or rejected by some authority within the project management team or an external organization representing the initiator, sponsor, or customer. Many times, the integrated change control process includes a change control board responsible for approving and rejecting the requested changes. The roles and responsibilities of these boards are clearly defined within the configuration control and change control procedures, and are agreed to by the sponsor, customer, and other stakeholders. Many large organizations provide for a multi-tiered board structure, separating responsibilities among the boards. If the project is being provided under a contract, then some proposed changes would need to be approved by the customer.
.1 Project Management Plan
Described in the introduction to Section 4.3.
.2 Requested Changes
Described in Section 4.4.3.2.
.3 Work Performance Information
Described in Section 4.4.3.7.
.4 Recommended Preventive Actions
Described in Section 4.5.3.2.
.5 Recommended Corrective Actions
Described in Section 4.5.3.1.
.6 Recommended Defect Repair
Described in Section 4.5.3.4.
.7 Deliverables
Described in Section 4.4.3.1.
.1 Project Management Methodology
The project management methodology defines a process that aids a project management team in implementing Integrated Change Control for the project.
.2 Project Management Information System
The project management information system, an automated system, is used by the project management team as an aid for the implementing an Integrated Change Control process for the project, facilitate feedback for the project and control changes across the project.
.3 Expert Judgment
The project management team uses stakeholders with expert judgment on the change control board to control and approve all requested changes to any aspect of the project.
.1 Approved Change Requests
Described in Section 4.4.1.4.
.2 Rejected Change Requests
Described in Section 4.5.1.3.
.3 Project Management Plan (Updates)
Described in the introduction to Section 4.3.
.4 Project Scope Statement (Updates)
Described in Section 5.3.3.1.
.5 Approved Corrective Actions
Described in Section 4.4.1.2.
.6 Approved Preventive Actions
Described in Section 4.4.1.3.
.7 Approved Defect Repair
Described in Section 4.4.1.5.
.8 Validated Defect Repair
Described in Section 4.4.1.6.
.9 Deliverables
Described in Section 4.4.3.1 and approved by the Integrated Change Control process (Section 4.6).
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