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TITLE:

SPONSOR:

MANAGER:

PROJECT No:

Issue 1.1

PROJECT CHANGE LOG

CHANGE DESCRIPTIONCR

No:

Line

No:

Date

Raised

Planned Start Date:

Planned End date:

Notes:1. Change Request (CR) can only be ACCEPTED after Impact Assessment.

2. Approval name is authorization signatory of the Change Request (Sponsor or Project Manager as appropr3. Record STATUS as Open (O), Rejected (R) or Completed (C).4. CR cannot be closed until implementation is completed.

Page___ of _

IMPACT

ASSESSED BY:

ENTER CHANGE

REQUEST NUMBER

IN SEQUENCE

GIVE EACH CHANGE

REQUEST A

CONCISE

DESCRIPTIVE TITLE

IDENTIFY

ORIGINATOR

& DATE CR

RAISED

IDENTIFY WHO

CONDUCTSTHE IMPACT

ASSESSMENT

TO VALIDATE

THE CHANGE

INSERT D

ORIGINATORDATE

ACCEPTED

PROJECT No:

Issue 1.1

Planned Start Date:

Planned End date:

e

A

BY

Figure 8.6 Example project change log

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184 l The programme and project processes and techniques

TITLE OF PROJECT:

PROJECT NUMBER:

Date:

PROJECT MANAGER:

PROJECT CHANGE REQUEST

ANY HIGH RISKS ASSOCIATED WITH THE CHANGE: RISK MGMT FORMSATTACHED:

YES

NO

APPROVALS Signature Date

Accepted by:

Approved by:

Issue: 0

ORIGINATOR:

DESCRIPTION OF CHANGE REQUIRED/RECOMMENDED:

BENEFITS:

RESOURCE IMPLICATIONS:

IMPACT ON PROJECT COST:

EFFECT ON PROJECT SCHEDULE:

PROJECT KEY STAGE(S) AFFECTED:CHANGE

REQUEST No:

PROJECT SPONSOR:

PROJECT CUSTOMER:

CONSEQUENCES OF DOING NOTHING:

IMPACT ON PROJECT CONSTRAINTS:

COMPLETE DATA

REQUESTED

WHO IS ORIGINATINGTHE REQUEST?

ORIGINATORCOMPLETES FORM

AS FAR AS POSSIBLE

GIVE CONCISE

DESCRIPTION OF CHANGEREQUIRED

INDICATE KEY STAGES

AFFECTED

WHAT ARE THE BENEFITS TOBE GAINED FROM THE

CHANGE?

LIST MAJOR IMPACT ONCURRENT SCHEDULE

IDENTIFYCONSEQUENCES IF

REQUEST IS REFUSED

DOES THE CHANGEAFFECT THE

BUDGET?DOES THE

CHANGEAFFECT

CURRENTCONSTRAINTS?

ARE THEREANY EFFECTSON RESOURCE

NEEDS?

INDICATE IF RISKMANAGEMENT FORMS

ARE ATTACHED

ENSURE APPROVALS ARECOMPLETED BEFORE

TAKING ANY ACTION TOCHANGE THE SCHEDULES

DOES THE PROPOSEDCHANGE HAVE ANY NEW

RISKS? HAVE THESE BEENANALYSED?

DECISION RECORD:

REJECTED:

ACCEPTED:

REJECTED:

Name Position

CHANGE IMPLEMENTED & COMPLETE (CR CLOSURE)

Approved by:

INDICATE

THE CR

STATUS

CR CLOSE-OUT

APPROVED WHEN

IMPLEMENTATION

OF CHANGE

IS COMPLETE

CONSEQUENCES OF DOING NOTHING:

R

GIVE CONCISE

DESCRIPTION OF CHANGEREQUIRED

INDICATE KEY STAGES

AFFECTED

LIST MAJOR IMPACT ONCURRENT SCHEDULE

IDENTIFYCONSEQUENCES IF

REQUEST IS REFUSED

ARE THEREANY EFFECTSON RESOURCE

NEEDS?

T

DOES THE PROPOSEDCHANGE HAVE ANY NEW

RISKS? HAVE THESE BEENANALYSED?

INDICATE

THE CR

STATUS

CR CLOSE-OUT

APPROVED WHEN

IMPLEMENTATION

OF CHANGE

IS COMPLETE

Figure 8.7 Example change request form

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but always consider whether there is a cost impact for giving something

that is not essential. Remember that the cost implication applies not justduring the project but also, possibly, in the manufacture phase. The sales-people will be delighted with extra features to help them sell yourproduct, but that does not mean the customer will be delighted andprepared to pay more.

HOLDING A LAUNCH MEETING

Now you have prepared everything you need to launch the project. Thefinal steps after completing the baseline plan include:

incorporating any changes required by the PST; preparing work plan charts for the early key stages; deriving a milestone schedule for the project; deciding a progress reporting process with the templates everyone

must use; agreeing a meetings schedule.

This launch meeting is a milestone in your project. It is the point fromwhich all project work starts. Your purpose is to get together all the impor-tant people who are involved with your project and explain the plans insome detail. Decide whom you want to attend:

Launching your project l 185

Table 8.1 Approvals that may be required in a change process

Approval required by

Impact of change Programme Project in Stand-alone Sub-projectprogramme project

No impact on Programme Project Project Project schedule, cost or manager manager manager managerscope

Some impact on Programme Programme Project Project schedule or costs sponsor manager sponsor managerwithin scope of agreedcontingencies

Significant impact on Programme Programme Programme Programme/ scope, objectives and steering team steering team steering team project benefits and affecting sponsor orthe business case Programmemay be beyond steering teamsponsors authority