The change management plan is a widely used practice in project management processes to control change in project scope.
What is the change in project management?
To create a comprehensive Change Management plan we will describe all needed sections and information you need. Lets first start with the change. Change is anything that is outside the scope of the project described in the project charter and project plan. Anything that transforms or impacts a project, tasks, processes, structures, or good workflows is a change. Any novelty to the scope of the project by the client is a change.
Change Request Form
All project changes are made by filling in the Change Request Form, which is sent electronically to the project manager. In turn, after reviewing the request, consultation with stakeholders, and detailed analysis, it forwards it for approval by the project sponsor. Reference: Change management plan in Project Management practices The basis of the project change plan is the clear requirement that the approved change will add to the project’s business value.
Requests for change may be made by the team leaders after consultation with the project manager, project managers from outside companies executing parts of the project, and the project manager by the client. The project director, program director, and project manager may also request a change if necessary.
For another official presentation read Change management plan template
The task of the project manager is to make sure that the reasons for the change are clearly defined. Stakeholders must have a clear understanding of why change is needed and how much value it will add to the project, to the client’s product, and to the company and its employees.
Assessment of change
To properly evaluate change requests, they are reviewed by the change management team. This team includes the project manager, program manager, project director, functional manager, quality assurance team manager, new product manager, and product manager and project supply and logistics manager, as well as the project’s financial manager. Reference: Project manager vs Program manager vs Project sponsor
The task of this team is to determine to whom and in what way the change will be affected, as well as which aspects of the activity will be affected – policies, processes, work roles, organizational structures.
The team must clarify the benefits expected and describe them clearly. The milestones and expected costs must also be clearly outlined. Good communication and achievable milestones are vital to the success of the change. The team should perform a risk analysis and assessment of the change in terms of resources, time, budget, overtime. Stakeholders should receive bi-directional information. It must come from the project sponsor to the program manager and project manager, from the direct supervisor of each employee and any additional spokespersons the stakeholders’ trust. Reference: Change Control and Configuration Management in Project Management practices
The criticality of the request
Critical is every request that entertains, apart from completing the tasks in the team it comes from, and completing the whole project. Requests for change that are outside the budget of your team and will exceed the overall budget of the project is also considered critical. Extremely critical are requests related to delaying the execution of tasks by external companies and those related to an inability to deliver or fulfillment. It is crucial if the request:
- The requesting team has no delay in the execution tasks, but the request is related to the continuation of work in an adequate framework.
- There are restrictions on the start and end dates.
- There are restrictions as soon as possible, as soon as possible in the project.
Impact of change
The impact of the change must be evaluated in terms of who will be most affected and how it will be affected. Also, the volume should identify the change in the following stages – monitoring and controlling, updating, changing the tasks of individuals/teams, control. Assess whether roles will change and what will change. Consider what the change in time and budget will be. It is crucial to anticipate how stakeholders will respond to the change and to consider a plan to address any resistance.
An important part of embracing change is the communication and awareness of stakeholders about the benefits of change. Assess how the change would affect employee motivation. The better the stakeholders understand the change, the easier it will be to accept the change. It must be described how the request will affect the work schedules and overtime. Assess what inconvenience outsourcing will bring and how it will affect them.
The change management team must evaluate the urgency of the request. The urgency can be high (decision up to several days), median/decision within two weeks / and low / decision may be delayed within a month /. Urgency is assessed by several criteria:
- What delay will it lead to?
- Will it affect the project budget and by how much?
- How will work time and overtime be affected?
- What business benefits will it bring?
- How will it affect revenue?
- What benefits will it bring to the teams?
- What will be the negative impact on the work of the teams and their presentation?
- How will the rejection of the change affect the project?
The benefits of change
The benefits of the change are reflected in the following criteria:
- Does it add business value, what and for whom?
- Does it improve the quality of the product?
- Does the price, attractiveness, and competitiveness of the product increase?
- How does the project work to move purposefully within the project budget and deadlines?
- Did it add value to employees – new skills and competences, saved time, more efficient work, fewer defects, better results?
The process of determining change.
As requests for change go through consideration by employees performing various roles in the project, they cannot be answered immediately. The request for change is sent to the project manager. After review, he must submit it to the change management review, analysis, and evaluation team. The analysis and evaluation of the change request are sent by the project manager to the project sponsor. The project sponsor, after reviewing the progress of the project, reviews the request and analysis and its evaluation and makes a decision.
Once the change request is approved, they plan the time, budget, materials, technologies, and resources that change requires. This planning is done by the change management team after a thorough analysis of the change and the associated additional work and resources.
At the end of this planning and evaluation, the applicant for the change request returns a proposal with specific parameters for the additional time and resources required by the project. The contracting authority is expected to respond within one working week by deciding whether it accepts the proposed additional resources to the project.
Acceptance of the proposal
If the contracting authority accepts the proposal, it will have to make a payment of at least 70% of the value of the change. Once approved and paid for the change, it will be triggered. Work schedules, team tasks, resources, and everything needed to accomplish the change will change. All those who work on it will be informed clearly and exactly what the change is and what is expected from its implementation. A communication plan for change will be developed to keep the teams working on it informed.
The project manager keeps a diary
The project manager keeps a log of change requests, where he records all changes. After approval of the change, it is his responsibility to update this diary. Tracking major change decisions can guide client communication and senior management. For any change in project deadlines, scope or requirements, priority levels, or strategy, it is advisable to include the following information:
- Who makes the decision?
- A summary of the reasons for the decision and the process used to make it.
- Attach all documents related to this process.