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CHANGE MANAGEMENT PLAN Page 1 of 10

TABLE OF CONTENTS
1. INTRODUCTION...............................................................................................................2
2. CHANGE MANAGEMENT OBJECTIVES........................................................................2
3. CHANGE MANAGEMENT PROCESS.............................................................................2
4. CHANGE MANAGEMENT ROLES AND RESPONSIBILITIES.......................................6
5. TOOLS AND TECHNIQUES.............................................................................................7
5.1 CHANGE LOG..............................................................................................................7
5.2 CHANGE REQUEST FORM.........................................................................................8
6. CHANGE IDENTIFICATION AND ASSESSMENT ACTIVITIES......................................9
7. CHANGE APPROVAL DECISIONS...............................................................................10
8. CHANGE CONTROL AND REPORTING........................................................................10

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CHANGE MANAGEMENT PLAN Page 2 of 10

1. INTRODUCTION
The purpose of this document is to define the Project Change Management process
for this project. More specifically, this document:
 Describes the change management process to be used for the project;
 Defines the roles and responsibilities related to project change management;
 Specifies the methodology, standards, tools and techniques used to support
project change management.

2. CHANGE MANAGEMENT OBJECTIVES

Project change management aims to bring transparency, accountability and
traceability to all project changes implemented after the project scope and project
plans have been baselined. It ensures that changes with a significant impact in any of
the project dimensions (i.e. scope, time, cost, quality or risk) are properly assessed,
agreed on and approved by the appropriate level of authority.
A project change can result e.g. from a scope change, a new requirement (quality,
…), an identified issue, a preventive action to reduce the risk level, or from a decision
taken to change any of project baselines (scheduling, staffing or budget).

3. CHANGE MANAGEMENT PROCESS

The change management process for this project is a five step process and falls
under the responsibilities of the Project Manager or Project Engineer who should
execute the process when required throughout the project lifecycle:
Step 1: Change Identification
The purpose of this step is to facilitate the identification and documentation of change
requests to project baselines as scope, requirements, deliverables, resources, costs,
and schedule or quality characteristics.
Changes can be requested (or identified and raised) throughout the project lifecycle
by any Project Stakeholder. After receiving a change request, the Project Manager
(PM) or Project Engineer (PE) registers the requested change in the Change Log and
makes sure the change request is described using the Change Request Form.

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A request for a change can be submitted formally via a Change Request Form, or
can be identified and raised during meetings as a result of decisions, issues or risks.
The Change Log contains information to be fulfilled at this stage, such as the change
identifier, the name of the requestor, the date of identification, the change category
(e.g. new requirement, issue or risk related, business, etc.), the change details and
impact, and the status of the change.

Step 2: Change Assessment and Action Recommendation

The purpose of this step is to assess:
a) Whether this request is indeed a project change,
b) To define the different options to meet this request,
c) to assess the size of the identified change for each option defined in terms of the
impact to the project objectives, quality, risk, schedule, cost, effort, and the contract
with the contractor, and
d) To decide on a priority for the implementation of that change request.
After this assessment, the recommended action will be detailed with the necessary
steps, deliverables, cost, timescale and resources involved. Be aware that the
recommended action may be to reject the requested change.
This information will be documented by the Project Manager (PM) or Project
Engineer (PE) in the Change Log (the Change Request Form documents the original
request) which is then used as an input to the formal change approval or rejection by
the appropriate decision makers.

Step 3: Change Approval

The purpose of this step is to achieve a decision regarding the approval or rejection
of the change, after review by the appropriate decision makers within the project.
There are four possible decisions to be considered: Approve, Reject, Postpone, or
Merge the change request. The decision details are documented in the Change Log.
Key decisions may also be logged in the Decision log. If the change request needs
further information or clarification, it returns to the "Change Assessment and Action
Recommendation" step.

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Step 4: Change Implementation

For the approved or merged changes, the Project Manager (PM) or Project Engineer
(PE) will incorporate the actions related to these changes into the Project Work Plan
and update project related documentation such as project plans and project change
log etc.

Step 5: Change Control

The purpose of this step is to monitor and control project changes, to be able to
easily communicate them to the several project stakeholders, for approval or status
updates. The Project Manager will collect any changes to the project or related
actions and control the status of each change management activity.
Project Status meetings will be used to revise the status of changes and related
actions, and to identify new changes. The Project Manager (PM) or Project Engineer
(PE) is responsible for updating the Change Log, which can include adding new
changes, updating change status, updating effort estimation, modifying priority levels
based on changes in project environment, etc.
Additionally, the Project Manager (PM) Project Engineer (PE) will report periodically
(monthly) the status of project changes to the Project Stakeholders.

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RfP (Ready for Planning)

Change
Request
1. Change Identification Form
Change Log

2. Change Assessment & Change Log

Action Recommendation

Change Log
3. Change Approval

No
Yes
Project
Work
4. Change Implementation Plan Project
Other
Logs
Project
Plans

Change Log
5. Change Control
Project
ChangeReports
Log

RfC (Ready for Closing)

Figure 1: Change process diagram

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4. CHANGE MANAGEMENT ROLES AND RESPONSIBILITIES

The main roles and responsibilities for the project change management process are:
 Project Stakeholders (PS): are consulted for the approval of the changes and
monthly informed of the status of changes.
 Project Owner (PO): is accountable for all changes related activities and has the
responsibility of approving or rejecting changes, or escalate them according to
the escalation procedure.
 Change Control Board (CCB): The PO and/or PS may delegate the authority for
approving or rejecting changes to a Change Control Board (CCB).
 Business Manager (BM): is consulted for the assessment and approval of
changes and to validate the recommended action steps, impact, and effort and
time estimation, from a requester perspective.
 Project Manager (PM): is responsible for managing, monitoring, controlling and
reporting project changes and consolidating and documenting them in the project
related documents. The PM can assign specific tasks to a Project Core Team
(PCT) member or to another project stakeholder. The Change Log is reviewed
weekly in the Project Status Meetings and any new identified change or re-
assessment of changes is communicated to the PS (changes larger than Medium
Size) for approval.
 Project Core Team (PCT): supports the Project Manager (PM) in the project
change management related activities and identifies and assesses project
changes throughout the project lifecycle.

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5. TOOLS AND TECHNIQUES

The following techniques will be used for project change management:
 Impact Analysis;
 Communication and engagement
The following tools will be used for project change management:
 Change Log;
 Change Request Form

5.1 Change Log

CHANGE LOG TEMPLATE
P ROJ ECT NAME P ROJ ECT MANAGER DATE OF LAS T UP DATE

P roje ct Na me 00/ 00/ 0000

CHANGE CHANGE DATE ASSIGNED RESOLUTION AREA OF ESCALATION DATE

DESCRIPTION STATUS PRIORITY ACTION
NO. TYPE IDENTIFIED TO EXPECTED IMPACT REQUIRED RESOLVED

1 Ap p ro v e d Me d iu m Bu d g e t NO

2 Op e n Hig h Sc h e d u le YES

3 Ap p ro v e d Me d iu m Sc h e d u le NO

In Pro g re ss Lo w

Re je c t e d

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5.2 Change request Form

The Change Request Form to be used on the project is as following:

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6. CHANGE IDENTIFICATION AND ASSESSMENT ACTIVITIES

The identification of changes can be result of:
 Project team brainstorming.
 Project meeting.
 Users' feedback.
 A risk response (e.g. to avoid a risk).
 Major delay or cost overrun.
 Assumptions analysis.
 A request from a stakeholder.
Note that issues of significant size may sometimes lead to project change. Therefore
issues are often linked to project change items (logged, assessed, assigned and
tracked by using the Change Log.)
A Change Request Form can also be used to document the original request for a
change, offering justification and background information which can help with the
analysis of the change requirements, impact and best course of action.
The purpose of the Change Request Form is to capture the need and characteristics
of a project change. The change request is the first step of the change request
process. Once the change request is logged into the Change Log, then this form is
updated with the assigned Change ID and the form is archived.
Changes will be reviewed and evaluated during the Change Control Meetings. During
the Change Control Meetings, recommendation activities will be proposed,
discussed, prioritized and logged in the Change Log along with the Project
Manager's or other stakeholders' comments.
Note that a fist level of discussion of project changes can also take place during the
more frequent Project Status Meeting, where the action plan for minor changes can
be agreed.

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7. CHANGE APPROVAL DECISIONS

Recommended actions for the changes of significant size (i.e. significant impact on
delivery time and budget) will be discussed during the Project Stakeholders (PS)
Meeting, planned to occur monthly. The Project Stakeholders (PS) plays the role of
what is usually known as the Change Control Board (CCB). For substantial scope,
schedule and cost changes the PSC or CCB will review the Project Charter to make
sure then requested change does not go beyond the boundaries defined. For
substantial cost changes the PS and CCB will review the business case to make sure
business justification is still valid.
For each change, the Change Log should have already the following information:
 Change description and assessment;
 Action recommended, main steps, deliverables, and estimation of time,
resources and cost;
 Change approved by.
For changes which do not have significant impact on delivery time and budget, the
changes can be approved during the Change Control Meetings.

8. CHANGE CONTROL AND REPORTING

New or open changes will be identified / reassessed weekly during the Project Status
Meetings and the Project Manager will then update the Change Log with the results
of the analysis / review.
For the Medium, High and very High Size changes, the Project Manager will report
on a monthly basis their status to the Project Stakeholders (PS), the Change Control
Board (CCB) and, when adequate, to other project stakeholders (as per the
Communications Management Plan).

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