1. Mastering Change Control
PATRICK kENNERSON

2. 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.

3. 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

4. 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

5. 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.

6. 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

7. 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

8. 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

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

10. Baseline Revisions KeyIF
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.