Change Control Management
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Transcript of Change Control Management
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Change Control
Management
Student name : Bandar M. AL-ShubailyPIN : 425035524
Submitted toProf. Tomas Ucol Ganiron Jr
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Change Control
Kellys Concept
The Wright Brothers greatinsight was that instability
was necessary formaneuverability. A ponderous
bird would not fly.
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Module Overview
Objectives of change management
Requirements for good changemanagement
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Types of Changes
Scope changes (modify productdocumentation and often project plan):
Requirements change
Clarifications Site emergencies
Work changes (modify project plan): Resource change
Modified approach Corrective action
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Definition:Corrective Action
Steps taken to align future project
direction with the stakeholderssuccess measures.
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Evaluating Change Requests
All change requests are documented: Emergency changes are documented after
the fact.
Non-emergencies are documented by therequestor before being considered.
Change requests should be documentedby the requestor.
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First Level Approvalof Change Requests
Usually provided by the project manageror a senior team member:
Are the expected benefits significant
enough to merit further investigation? Implications:
Must have budget for this work!
Benefits may include cost avoidance
Organizational politics must be considered
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Second Level Approval of ChangeRequests
Usually provided by a Change ControlBoard (CCB):
Do the expected benefits outweigh the
costs?
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Other Considerations
Life cycle costing purchase cost vs.operating cost:
Three-lane bridge, two-lane road
Re-usable code Item costing for quantity-based
changes: Fixed costs = cost to deliver first unit
Variable costs = cost per unit
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Tools and Techniques for ChangeControl
Change control board (CCB)
Escalation procedures Work authorization
Configuration management
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Change Control Board
A formally constituted group responsiblefor approving or rejecting changerequests.
Powers and responsibilities should bewell-defined and agreed upon in advance.
On larger, more complex projects, theremay be multiple CCBs.
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Escalation Procedures
How are differences within the teamhandled?
Can a CCB decision be appealed? Can
other decisions be appealed? To whom?
Under what circumstances?
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Configuration Management A procedure for applying technical and
administrative direction and surveillanceto:
Identify and document the functional andphysical characteristics of an item orsystem.
Control any changes to such characteristics.
Record and report the change and itsimplementation status.
Audit the items and system to verifyconformance to requirements.
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In Simpler Words
Is the document current and complete?
Can you prove it?
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Summary of
Key Points
Change control procedures must bedefined at the start of the project.
Project budgets must include funds forevaluating change requests.
Approved changes should generally
result in updated baselines.
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7-2 PM responsibility
The Project Manager needs to measureperformance to find out how progressdiffers from plan in time to initiatecorrective action. The controlling activityoften cause a redefinition of projectobjectives
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7-2 PM responsibility
PM produce a Status report including : What did we plan to achieve this period? What did we actually achieve? Why is there a difference? What do we plan to achieve next period? How are we managing existing risks? Are there any new risks? What are the current major issues? What are we doing about them? Are there any change requests to be authorised?
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www.qec.com.sa:Refrancsection : Prof. Tomas Ucol Ganiron Jr
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