Perform Integrated Change Control in project management ( PMP ) is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This step looks at all requests to make changes to project papers, deliverables, or the project management plan and decides how to handle them. The best thing about this process is that it lets documented changes to the project be looked at as a whole, while also addressing the general project risk that usually comes up when changes are made without taking the overall project goals or plans into account. The project as a whole goes through this process. Here are perform integrated change control process inputs, tools and Techniques, and outputs :
Perform Integrated Change Control: Inputs
Project Management Plan
The following are some of the parts of a project management plan:
Change management plan
The change management plan lays out the jobs and duties of the change control board (CCB) and tells you how to run the change control process.
Configuration management plan
The plan for configuration management lists the project’s configurable parts and the parts that will be recorded and changed to keep the project’s final output consistent and usable.
- The scope baseline describes the project and the end product.
- You can figure out how the changes to the project plan will affect things by using the schedule baseline.
- Cost baseline : Checking the cost standard lets you see how the changes to the project cost affect the entire project.
Project Documents
It’s possible to use the following project documents as inputs for perform integrated change control process in project management :
- Basis of estimates : If you change the time, cost, or resources, you can use the basis of estimates to figure out what will happen.
- The Requirements traceability matrix helps figure out how the change will affect the project scope.
- the Risk report shows where the overall and specific project risks that come from the desired change come from.
Work Performance Reports
The Perform Integrated Change Control process is especially interested in resource availability, schedule and cost data, earned value reports, and burnup or burndown charts as they show work success.
Change Requests
Change requests are an output of many systems. Corrective action, preventative action, defect repairs, and updates to officially controlled documents or deliverables to include new or changed ideas or material are all examples of change requests. Changes might affect the project baselines, or they might only affect how well the project is doing compared to the baseline. Most of the time, the project manager makes the choice to make those changes.
Formal requests for changes that affect the project baselines should usually include details about how much it will cost, any changes to the planned dates, the resources needed, and any risks. The CCB (if there is one) and the customer or funder (if they are not part of the CCB) should all agree to these changes. Changes that have been accepted should only be added to a revised baseline.
Enterprise Environmental Factors
The enterprise environment can affect the Perform Integrated Change Control process in a number of ways, such as, but not limited to:
- Legal restrictions, like rules set by the country or the municipality;
- Government or industry standards
- Legal and regulatory requirements and/or constraints
- Organizational governance framework
- Contracting and purchasing constraints.
Organizational Process Assets
The following Organizational process assets can have an effect on the Perform Integrated Change Control process:
- Change control processes, such as the steps that will be taken to make changes to organizational standards, policies, plans, procedures, or project documents, as well as how those changes will be approved and checked;
- steps for approving and giving out change authorizations; and
- A configuration management knowledge base keeps track of all of an organization’s official rules, policies, processes, and project documents, along with their versions and baselines.
Perform Integrated Change Control: Tools And Techniques
Expert Judgment
Consider getting advice from people or groups who have training or expert knowledge in the following areas:
- Technical knowledge of the industry and focus area of the project,
- Legislation and regulations,
- Legal and procurement,
- Configuration management, and
- Risk management.
Change Control Tools
It is possible to use either manual or automated tools to make configuration and change control easier. Change control is about finding changes to project documents, deliverables, or baselines, writing them down, and approving or rejecting them. Configuration control is about making sure that both the deliverables and the methods are clear.
The goals of the people involved in the project, as well as organizational and environmental factors and/or limitations, should guide the choice of tool. These tasks should be possible with the right tools for setup management:
- Identify configuration item.
- Record and report configuration item status
- Perform configuration item verification and audit
There are other things that tools should help with besides change management:
- Identify changes.
- Document changes
- Decide on changes
- Track changes
Manage the requests for changes and the choices that come from them with tools. For the change control board (CCB) members to do their jobs better and for the choices to reach the right people, more thought should go into how to communicate them.
Data Analysis
as part of perform integrated change control ( PMP ) tools and techniques , you can use data analysis methods such as :
- Alternatives analysis : This method is used to look at the changes that have been asked for and decide which ones are okay, which ones are not okay, and which ones need to be changed before they can be fully okay.
- Cost-benefit analysis : This study helps figure out if the suggested change is worth the money it will cost.
Decision Making
During perform integrated change control process in project management , you can use decision-making methods such as, but not limited to:
- Voting.
- Autocratic decision making.
- Multicriteria decision analysis.
Meetings
There are change control meetings with a change control board (CCB) that is in charge of going over the change requests and accepting, rejecting, or delaying them. Most changes will affect time, cost, resources, or risks in some way. An important part of the meeting is figuring out how the changes will affect things. It is also possible to talk about and suggest changes that are not required by the request. Finally, the choice is shared with the person or group who made the request.
In addition, the CCB may look over actions related to configuration management. The change management plan spells out these boards’ jobs and responsibilities in a way that everyone can understand and agrees on.
CCB choices are written down and shared with stakeholders so they can learn more and take appropriate next steps.
Perform Integrated Change Control (PMP) : Outputs
Approved Change Requests
As per the change management plan, the project lead, CCB, or a member of the assigned team handles change requests. Because of this, changes could be accepted, put off, or turned down.
The Direct and Manage Project Work method will be used to make changes that have been approved. The person or group asking for the change is told when their request has been deferred or rejected.
As a project document update, the change log keeps track of how all change requests are handled.
Project Management Plan Updates
This process can change any part of the project management plan that is officially handled.
It is only possible to change baselines from the most recent one onward. What happened in the past doesn’t change. This keeps the baselines and historical data about past results safe.
Project Documents Updates
If you follow these steps, you can change any officially controlled project document. The change log is a project record that is usually changed during this process. The change log keeps track of all the changes that happen during a job.
References :
PMBOK® Guide – Seventh Edition