4.

5 Perform Integrated Change Control

Perform Integrated Change Control is the process of reviewing all change
requests;

approving

changes

and

managing

changes

to

deliverables,

organizational process assets, project documents, and the project management

plan; and communicating their disposition. It reviews all requests for changes or
modifications to project documents, deliverables, baselines, or the project
management plan and approves or rejects the changes. The key benefit of this
process is that it allows for documented changes within the project to be
considered in an integrated fashion while reducing project risk, which often
arises from changes made without consideration to the overall project objectives
or plans. The inputs, tools and techniques, and outputs of this process are
depicted in Figure 4-10. Figure 4-11 depicts the data flow diagram of the process.

The Perform Integrated Change Control process is conducted from project

inception through completion and is the ultimate responsibility of the project
manager. The project management plan, the project scope statement, and other
deliverables are maintained by carefully and continuously managing changes,
either by rejecting changes or by approving changes, thereby assuring that only
approved changes are incorporated into a revised baseline.
Changes may be requested by any stakeholder involved with the project.
Although changes may be initiated verbally, they should be recorded in written
form

and

entered

into

the

change

management

and/or

configuration

management system. Change requests are subject to the process specified in

the change control and configuration control systems. Those change request
processes may require information on estimated time impacts and estimated
cost impacts.
Every documented change request needs to be either approved or rejected by a
responsible individual, usually the project sponsor or project manager. The
responsible individual will be identified in the project management plan or by

organizational procedures. When required, the Perform Integrated Change

Control process includes a change control board (CCB), which is a formally
chartered group responsible for reviewing, evaluating, approving, delaying, or
rejecting changes to the project, and for recording and communicating such
decisions. Approved change requests can require new or revised cost estimates,
activity sequences, schedule dates, resource requirements, and analysis of risk
response alternatives. These changes can require adjustments to the project
management plan and other project documents. The applied level of change
control is dependent upon the application area, complexity of the specific
project, contract requirements, and the context and environment in which the
project is performed. Customer or sponsor approval may be required for certain
change requests after CCB approval, unless they are part of the CCB.
Configuration control is focused on the specification of both the deliverables and
the processes; while change control is focused on identifying, documenting, and
approving or rejecting changes to the project documents, deliverables, or
baselines. Some of the configuration management activities included in the
Perform Integrated Change Control process are as follows:
Configuration identification. Identification and selection of a configuration
item to provide the basis for which the product configuration is defined and
verified, products and documents are labeled, changes are managed, and
accountability is maintained data about the configuration item should be
provided.

This

information

includes

listing

of

approved

configuration

identification, status of proposed changes to the configuration, and the

implementation
status of approved changes.
Configuration verification and audit. Configuration verification and
configuration audits ensure the composition of a projects configuration items is
correct and that corresponding changes are registered, assessed, approved,
tracked, and correctly implemented. This ensures the functional requirements
defined in the configuration documentation have been met.
4.5.1 Perform Integrated Change Control: Inputs
4.5.1.1 Project Management Plan
Described in Section 4.2.3.1. Elements of the project management plan that may
be used include, but are not limited to:

 Scope management plan, which contains the procedures for scope changes;
Scope baseline, which provides product definition; and
Change management plan, which provides the direction for managing the
change control process and documents the formal change control board (CCB).
Changes are documented and updated within the project management plan as
part of the change and configuration management processes.

4.5.1.2 Work Performance Reports

Described in Section 4.4.3.2. Work performance reports of particular interest to
the Perform Integrated Change Control process include resource availability,
schedule and cost data, and earned value management (EVM) reports, burnup or
burndown charts.
4.5.1.3 Change Requests
All of the Monitoring and Controlling processes and many of the Executing
processes produce change requests as an output. Change requests may include
corrective action, preventive action, and defect repairs. However, corrective and
preventive actions do not normally affect the project baselinesonly the
performance against the baselines.
4.5.1.4 Enterprise Environmental Factors
Described in Section 2.1.5. The following enterprise environmental factor can
influence the Perform Integrated Change Control process: project management
information system. The project management information system may include
the

scheduling

software

tool,

configuration

management

system,

an

information collection and distribution system, or web interfaces to other online

automated systems.
4.5.1.5 Organizational Process Assets
Described in Section 2.1.4. The organizational process assets that can influence
the Perform Integrated Change Control process include, but are not limited to:
Change control procedures, including the steps by which official organization
standards, policies, plans, and other project documents will be modified, and how
any changes will be approved, validated, and implemented;
Procedures for approving and issuing change authorizations;

Process

measurement

database

used

to

measurement data on processes and products;

collect

and

make

available

 Project documents (e.g., scope, cost, and schedule baselines, project

calendars, project schedule network diagrams, risk registers, planned response
actions, and defined risk impact); and
Configuration management knowledge base containing the versions and
baselines of all official
organization standards, policies, procedures, and any project documents.
4.5.2 Perform Integrated Change Control: Tools and Techniques
4.5.2.1 Expert Judgment
In addition to the project management teams expert judgment, stakeholders
may be asked to provide their expertise and may be asked to sit on the change
control board (CCB). Such judgment and expertise are applied to any technical
and management details during this process and may be provided by various
sources, for example:
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SMEs), and
Project management office (PMO).
4.5.2.2 Meetings
In this case, these meetings are usually referred to as change control meetings.
When needed for the project, a change control board (CCB) is responsible for
meeting and reviewing the change requests and approving, rejecting, or other
disposition

of

those

changes.

The

CCB

may

also

review

configuration

management activities. The roles and responsibilities of these boards are clearly
defined and agreed upon by appropriate stakeholders and documented in the
change management plan. CCB decisions are documented and communicated to
the stakeholders for information and follow-up actions.
4.5.2.3 Change Control Tools
In order to facilitate configuration and change management, manual or
automated tools may be used. Tool selection should be based on the needs of
the

project

stakeholders

including

organizational

and

environmental

considerations and/or constraints. Tools are used to manage the change requests
and the resulting decisions. Additional considerations should be made for

communication to assist the CCB members in their duties as well as distribute

the decisions to the appropriate stakeholders.
4.5.3 Perform Integrated Change Control: Outputs
4.5.3.1 Approved Change Requests
Change requests are processed according to the change control system by the
project manager, CCB, or by an assigned team member. Approved change
requests will be implemented through the Direct and Manage Project Work
process. The disposition of all change requests, approved or not, will be updated
in the change log as part of updates to the project documents.
4.5.3.2 Change Log
A change log is used to document changes that occur during a project. These
changes and their impact to
the project in terms of time, cost, and risk, are communicated to the appropriate
stakeholders. Rejected change
requests are also captured in the change log.
4.5.3.3 Project Management Plan Updates
Elements of the project management plan that may be updated include, but are
not limited to:
Any subsidiary plans, and
Baselines that are subject to the formal change control process.
Changes to baselines should only show the changes from the current time
forward. Past performance may not be changed. This protects the integrity of the
baselines and the historical data of past performance.
4.5.3.4 Project Documents Updates
Project documents that may be updated as a result of the Perform Integrated
Change Control process include all documents specified as being subject to the
project`s formal change control process.