Perform Integrated Change Overview

July 19, 2010

The perform integrated change control is all about managing changes. Change
requests that are generated during execution of the project need to be
reviewed, approved and applied systematically. The changes will be relevant to
one or more of issues related to the project; deliverables, organizational
process assets, project management plan or the project documents. To be
effective this change control will have to be maintained right through the
complete life cycle of the project-from its inception to the closure.
The Integrated change control
The integrated change control process uses expert judgment and change control
meetings as the main tools and techniques to process the inputs and generate a
set of updated to the project documentation. These updates include a change
requests status update, update to the project management plan and updates to
other project documents. The range of inputs used to generate approved changes
and then the document updates include the project management plan, work
performance information, change requests, enterprise environmental factors and
organizational process assets. Work performance information in comparison with
the initial benchmark generated the change requests that are required. The
change requests themselves are part of the inputs. Enterprise environmental
factors and organizational process assets provide the context and the
moderation due to the regulatory issues and the accumulated knowledge of the
Change requests may come from any of the stakeholders interested in or an
associated with the project. They could be verbal too. However, they are always
documented for ensuring that nothing is missed. Such requests generated are
subject to the change control and configuration control processes. Time and
cost estimates for the changes are required information that is required prior
to submitting them to approval process. Configuration management is an
essential part of the integrated change control. Configuration control focuses
on the specifications of deliverables and the processes. Change control s focus is on the identification of changes, documenting and controlling
changes. Thus change control along with configuration control helps achieve
goals that include the ability to communicate the change requests and what are
the approved ones to all the stakeholders. They provide the opportunity to
validate the changes and thereby improve the project by considering the impact
of these changes. It helps with the identifying the changes and their impacts
to the baselines.
Configuration identification, configuration status accounting and configuration
verification and audit are aspects of configuration management that needs to be
taken into account.
Configuration identification activities should include selection and
identification of a specific item of product configuration. All the changes,
document updates related to this product is tagged by the configuration
identification. The status accounting part is a list of approved configuration
identifications and status of approved changes to the configuration as well as
if these are implemented or not. Verification and audit ensure that the changes
are registered, assessed for appropriateness and the time and cost estimates,
tracked and the implementation is done and verified.
The change approval authority is, quite often laid with the project manager;
for the large parts of project areas anyway. The authorized areas will be
specified in the roles and responsibilities document. For all the other areas,
a change control board (CCB) is empowered to take decisions on the requested
changes. The authority of a CCB is also is clearly defined in the documents.
Approved changes will have cost estimates, activity sequence, schedule dates,
resource requirements, etc. worked out so that changes to the relevant
documents could be made effectively. Overall the action areas under this
integrated change control process cover the following areas.
One of the foremost category of actions is to prevent any uncontrolled changes.
Influencing of all factors that may prevent this control is of topmost
priority. Only approved changes are applied and applied systematically.
Determining the need and validity of the change request as well as assessing
the impact in terms of time and cost are another essential set of activities.
As a follow up what needs to be done is to ensure that the approved changes
have actually been applied. As a consequence the changes in the baselines
should be confirmed to be valid. Releasing only approved changes to the project
management plan and the project documents can ensure that. Review, approval or
rejection of preventive and corrective actions is another vital set of actions
under the change control process. One really crucial area is to ensure that
changes are applied through to all the relevant documents. If there is a
schedule change requested, that may have consequences on cost, risks, quality,
staffing plans. Unless all of these changes have been incorporated,
unpredictability can get introduced into the plan documents. Consequently
documenting the complete impact of a change requests is very important too. An
integrated management to the control of changes thus is vital to the success of
a project.

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