Integrated Change Control

As the project progressing, there are many possible changes to occur reflecting the changing business needs of the performing organization. A project rarely run exactly by the defined project plan and that is why a change control need to be introduced. Changes itself may arose from different sources such as request from stakeholders and preventive and corrective actions from Quality Assurance (QA) team. Regardless of where the changes are originated, they share the same paradigm, i.e: to be submitted to Change Control Board (CCB) which then will process the requested changes using expert judgment. The result expected from the CCB is either approved or rejected (please note that only the approved changes may be implemented).

It is expected for a project manager to proactively involved in identifying and managing changes; Project manager is an agent of change, he/she will be the first person to identify changes and submit those changes to the change control board. If those changes are approved, the project manager will then monitor the changes to make sure that the changes are implemented in a timely fashion with respect to the scheduled activities prior to the submission of those changes. 

This is not an easy task to do since he/she must always maintain the integrity of project baseline while incorporating those changes, document impact analysis, update affected documents and/or plan for those changes might require more resources/more time/more cost to complete.


"It would certainly increase our comfort level to have better and quicker monitoring." -- George Hodgson