The basis of the project change plan is the clear requirement that the approved change will add to the project’s business value.
The publication is approved by the PM.MBA supervisor on Friday, March 13, 2020. The Change management topic is added to the list of topics for increasing transparency factors.
For official presentation read this Change management plan template
If you need a real example of a Change Management Plan, read the publication of the USA online magazine PolicyMatters Change Management Plan – A real example document.
If the need for a change with a team leader is specified, he or she considers whether the request can be formalized (emailed or solicited by phone) with the Project Manager or requires submission through the channel and discussed with other authorized persons in the project. After an escalation of a problem by the teams (software, hardware or designers) to their managers, a request for change is filled in, which is sent to the Project Manager. The request can also be submitted by the client in the person of the Project Manager-client.
The request for change must specify the specific request.
Any request for change over those with low effect and low criticality should be agreed with the client. The response time for the requested changes will be up to 1 week. Each change is analyzed by software, hardware, design, marketing or logistics teams, depending on the topic of the request. The teams, after analyzing the request, will do planning with an estimate of time, materials, resources, cash, technology, and anything else related to the extra work. After the analysis and planning are completed, the determined parameters are sent for approval to the Project Manager client. Following formal confirmation by the client that he or she is aware of the changes, the request for the changes made by both parties is approved and communicated to all interested parties. In case of a critical request, the implementation of the change is preceded by the signing of an annex to increase the cost and time of the project (resources).
Change planning requires regular meetings
Change planning requires regular meetings and clarified communication channels. A weekly summary of the project’s progress will be held with the company’s teams. And every month a video conference, through accessible business platforms together with Project Manager – the client. In order to discuss the changes, they are uploaded in an environment that is accessible to authorized persons for the project. These are Project Manager, Project Manager-Client, Design Manager, Production Manager, Software Manager, Marketing Department. With a high degree of criticality of the request, both the Project Director and the Project Sponsor are included in the discussion.
A change register as a part of the Change Management Plan
A change register must be created, which must state the date, project number, change number (version), if approved, the level of criticality of the request for change and urgency. So that they do not delay the activities of the other stages or sub-tasks. It is compulsory to keep an archive except in digital format and on paper.
Requests for change, once received by the Project Manager, are analyzed based on the following factors:
1. The criticality of the request
By setting the criticality level of the Change Request, the effect of the change on the project is determined.
The critical and high levels of impact are: design problems that affect the connection between the different parts of the project (design, drive mechanism, control. Read Applying control in project management). , touch screen display). Significant delays in delivery (hardware and prototype parts). Lack of financial resources. Lack of qualified staff. Legal case.
Normal and low degree of impact are: bugs occurred in the process of developing and testing the software product, the absence of people, design details, adding functionality. The degree of criticality determines the authorized persons who will make the final decision approving the change request. The types of grades are as follows:
- Level 1: Critical – Impact threatens the success of the project.
- Level 2: High impact – Will significantly disrupt the project schedule, increase costs and affect quality.
- Level 3: Normal impact level – May affect short-term schedules and costs.
- Level 4: Low impact – It will have little impact on the schedules and costs created.
2. Impact of change on the project
It is important to consider whether requesting a change will lead to greater benefits than the damage caused by delaying the project, increasing costs, overworking the team, leading to demotivation due to being away from the end date, and satisfaction with completing the project and working real product. Read about the Scope Change Management.
3. Success is an important factor on which the timetable and its need for relocation depend.
After the analysis of the requested topic by the team, the urgency of the change can change the whole project. An increase in time leads to an increase in project costs and an overall delay. Therefore, setting a degree of urgency is important in deciding whether to approve a specific request for change. Read about the Change control configuration management. The degrees are as follows:
- Critical – It is not possible to move forward without making the change
- High – If the change is not made within the stipulated time, it cannot be continued
- Normal – May affect the development of the project in the near future
- Low – This change will not affect the continuation of work
The benefits of making changes are different:
Consumer and Customer Satisfaction, which is an important role for increasing customers and improving financial results through higher sales
Acquiring new employee skills through additional training related to the project implementation has long-term needs
Measuring the full cost and time capacity of the organization to meet project needs is beneficial to both the organization and the end product.