Mastering Change Control PATRICK kENNERSON

Introduction A robust and integrated Change Management System is need to ensure that appropriate levels of review, challenge and approval of change continues throughout the life of a project, and that any movements from the baseline position establishes an orderly and effective procedure which is properly understood, controlled, governed, recorded, reported and transacted.

Change Management is a transversal activity, it should have a single owner and adhere to a single vision to succeed. Change Management Scope Objectives Schedule or Time Quality Cost

It’s all change and ends up in the same place.. Change Management Baseline Change Schedule Change Change to Critical Milestones Internal Schedule Change Scope Change Client Scope Change Inter Project/Programme Scope Transfer Scope Change to Supplier Package Contract Change Supplier Work Package Change

Why most Change Management fails Not enough information: When raising a change request it is important to be able to describe in detail what that change scope is and why has it happened or is needed. This allows the QS and Planning team to be able to do a cost and time impact assessment on the change, before a decision is made by the Change Board to approve it or not. Standardisation: In order to capture the right level of detail, a Change Request template is devised so anyone raising a change request puts in the right information enabling Project Leadership to make a decision based off that information. Baseline: Baselines are essential as change management is there to monitor and control deviations from any baselines set. Governance: Change Requests impact cost, time and/or quality. All these things matter to the project stakeholders and require their sign off. In order to channel change requests to the right audience, a Change Control Board is set up to review change requests every week. Control: This results in the project being able to track and forecast changes to the projects’ scope, cost and time. This reduces the efforts to reconcile the delta between the baseline and new forecast position. Single Change Interface – Providing a single point of contact across the project via the PMO Change managers. They provide guidance and ensure the change is routed, reviewed, logged, tracked, chased, and information distributed. This alone has improved integrity.

Technical Working Group Change Control logic Prepare/Notify Change Change Originator YES Update change status and Close change Process Change Log, check, track, report, reject. Assign for action to Area PMO. Update change status to Approved Change Rejected PMO/Change Manager Execute change NO YES Analysis needed? Approved? Change Board Review change NO NO YES Conduct Deep Dive Analysis Technical Working Group Process Map – Change Control Approval Process Date: 23th October 2015

Not Change Documents Change Document Abbr. Purpose Impact Early Warning Notice EWN A potential risk where the event has not yet occurred. To identify and gain authorisation via consultation to proceed with a body of work. No impact to baseline Project Managers Instruction PMI This instructs the contractor to carry out a body of work, and requests the contractor to come back with a quotation. Reforecast can be implemented for change assessment purposes Notice of Compensation Event NCE Can be raised by the Project Manager or by the Contractor. These are for events that have already occurred or are yet to occur. The basis of this change document is to request additional funds or time or both for a body of work which is outside the scope of works of the contract. Cost Delay Completion Delay meeting a key date Impair performance of works Quality

Overloading Change Control 25% 0% 75% 50% M1 M6 M12 M18 Legend: Detailed Work Packages Detailed Planning Packages Non-Detailed Planning Packages Internal Schedule Review Rolling Wave exercise

Overloading Change Control WBS/CA Summary Work Package Scope Inputs & Outputs Rationale & Assumptions Risks Resource Estimates WP Rolling Wave Authorisation Doc

Baseline Revisions Key IF AND THEN A change adds or removes scope All Work Packages in the affected Control Accounts are scheduled to open in the future; no progress has been recorded Full CC Timephased BAC is increased (or decreased) New Work Packages are added, adjusted or removed Integrated Master Schedule is modified Progress has been recorded in some or all of the Work Packages in the affected Control Accounts and it is not feasible to modify them for future periods, OR historical performance must be retained Control Accounts are closed BAC is set equal to EV AC is retained performance must be retained Revised Control Accounts are created Timephased BAC is revised for remaining effort + impact of the change Integrated Master Schedule (IMS) is modified A change adds or removes scope Accounts and it is feasible to modify them for future periods without distorting historical performance Control Accounts and Work Packages remain open Timephased BAC is increased (or decreased) in future periods AC is retained Planning Package is ready for definition into Work Packages existing scope, schedule and budget remain unchanged New Work Packages are created for the Control Account Re-planning Existing scope, schedule and budget remain Unopened Work Packages or future portions of Work Packages are adjusted within the cost and schedule constraints of the original Control Account.