CHANGE CONTROL MANAGEMENT

1
Chapter 7

• CHANGE CONTROL MANAGEMENT

2
CHANGE CONTROL MANAGEMENT

• Schedule control is concerned with
• A) influencing the factors that create schedule
  changes to ensure that changes are agreed upon,
• B) Determining that the schedule has changed,
• C) Managing the actual changes when and as they
  occur.

3
CHANGE CONTROL MANAGEMENT

• Stakeholders change views, requirements.
• Engineers raise change requests for evaluating
• Cost and benefit
• The priority attached to change
• The effects of the change on other processes
• The effects on other assumptions- particularly
  cost.

4
CHANGE CONTROL MANAGEMENT

• Projects have risks and changes
• Changes modify initial plan usually at the cost
  of resources, time and money
• Acc. To Kerzner, for unmanages changes more time
  and money are needed. Manged changes require less
  cost.

5
CHANGE CONTROL MANAGEMENT
Where time invested
Energy invested
Which resources
Rework Enforcement Compliance Supervision
Senior Mgt. key players only
Unmanged Change
Back-end
Education Communication Planning Improvement
Value Added
Managed Change
Stakeholders (internal) Suppliers CUstomers
Front-end
6
CHANGE CONTROL MANAGEMENT

• Reasons for Change Control System
• 1) Defines the change
• 2) Defines the reasons.
• 3) Communicates the change.
• 4) Avoids errors, makes the change correctly.
• 5) Documentns the change
• 6) Determines the effects on other parts of the
  project
• 7) Contingency plans are made.
• 8 Evaluates changes

7
CHANGE CONTROL MANAGEMENT

• Benefits of Change Control Systems
• 1) Only the necessary changaes are made.
• 2) Improper change decisions are revised.
• 3) Possible effects ae followed.
• 4) Time schedules are modified accordingly.
• 5) Causes and effects are documented.
• 6) Effects before and after the change are
  evaluated.

8
CHANGE CONTROL MANAGEMENT

• What to pay attention to
• 1) What is the change.
• 2) Source/ reasons of te change.
• 3) Why was it necessary.
• 4) What could be the results if nothing is done.
• 5) Cost of the change.
• 6) Effects on process constraints.
• 7) Effects on required resources.
• 8) Effects on project risks.
• 9) Effects on project scope and target.
• 10) Effects on parallel running projects.
• 11) How to recover schedule, i.e. time and cost.

9
CHANGE CONTROL MANAGEMENT

• Effects of changes can be summarized at three
  levels.
• 1) Low level changes small changes with
  insignificant effects on project.
• 2) Medium level changes may or may not effect
  project schedule.
• 3) High level changes These could effect
  priorities, costs and final product
  significantly.

10
CHANGE CONTROL MANAGEMENT

• To minimize changes
• 1) Freeze project inputs at a certain level.
• 2) Consider only changes that are absolutely
  necesary for the project.
• 3) Define project scope at the beginning.

11
CHANGE CONTROL MANAGEMENT
12
CHANGE CONTROL MANAGEMENT
13
CHANGE CONTROL MANAGEMENT
14
CHANGE CONTROL MANAGEMENT