1. Changes Management
 Change Management is the process of developing
a planned approach to change in an organization.
 The objective is to maximize the collective benefits for
all people involved in the change and minimize the
risk of failure of implementing the change.
 It is a procedure to ensure that proposed changes are
merited and will not adversely affect other elements of
the plan or interdependent plans.
 Change must be realistic, achievable and measurable.
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 1

2. Types of Changes
 Scope changes (modify product documentation and
often project plan):
 Requirements changes
 Clarifications
 Site emergencies
 Work changes (modify project plan):
 Resource changes
 Modified approach
 Corrective action
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 2

3. Evaluating Change Requests
 All change requests are documented:
 Emergency changes are documented after the fact.
 Non-emergencies are documented before being
considered.
 Change requests should be documented by the
requestor
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 3

4. Change Management Process
Control
 Start
 Detection
 Diagnosis
 Repair
 Recovery
 Restoration
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 4

5. First Level Approval
of Change Requests
 Usually provided by the project manager or 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
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 5

6. Second Level Approval of Change
Requests
 Usually provided by a Change Control Board (CCB):
 Do the expected benefits outweigh any negative
impacts?
 Implications:
 Must have budget for this work!
 Benefits may include cost avoidance
 Organizational politics must be considered
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 6

7. Change Control Board
 A formally constituted group responsible for
approving or rejecting change requests.
 Powers and responsibilities should be well-defined
and agreed upon in advance.
 On larger, more complex projects, there may be
multiple CCBs.
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 7

8. Thank you
6/20/2010 Author: Dr. Tomas U. Ganiron Jr 8