Change Management Procedure Q2-331-PR

1.0 Purpose and Scope

1.1 The purpose of this procedure is to ensure that risks associated with changes during the life of a project are
managed.

1.2 This procedure applies to all projects. The Project Manager (PM) is primarily responsible for implementing
this procedure, unless noted otherwise.

1.3 In managing change, we should be maximizing benefit, such as growing the project or influencing the factors
that result in positive change. The changes may affect the project scope, budget, schedule, resources,
reporting, technical requirements or other elements of the project. A change in one area may affect many
areas of the project. For example:
 A change to the scope is likely to affect time and cost.
 A change to a design parameter, such as flood level, may not affect time and cost, but it is likely to
affect other design elements such as earthworks and structures.
 A change to the project team may require training or assigning more experienced staff — at AECOM’s
cost.

2.0 Terms and Definitions

None

3.0 References
3.1 Project Plan Procedure

3.2 Project Risk Management Procedure

3.3 Project Document and Records Control Procedure

3.4 Checking and Verification Procedure

4.0 Procedure
Changes may occur at any time during a project and be either external (client, stakeholder, regulatory) or internal
(assignments, resources).
Project Managers (PMs) shall consider the following approach when managing change in a project:
 Determine the nature of the change that will or has occurred;
 Obtain appropriate approvals associated with the change;
 Record and reflect the change in relevant project documentation, and at least in the Project Plan and Schedule;
 Ensure all stakeholders (e.g., client, subconsultant, AECOM team) are notified of the change; and
 Manage and document the change and effect on the project (i.e., costs, risk, resources, quality, etc.).

Key elements that shall be noted while managing change include:

4.1 Change Evaluation

4.1.1 In evaluating the change, the Project Managers shall ensure that the change is truly necessary;
the effects of the change are assessed and quantified; and if the change is in response to a client
request, there is a clear understanding and agreement regarding the variation in scope of work and
fees, prior to completion of the work.

Change Management Procedure (Q2-331-PR)

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 4.1.2 A change in the Project Manager and/or Project Director/Principal or key technical staff may
warrant temporary elevation of the assigned project risk level, and mitigating measures may need
to be initiated. For example, the Project Review frequency may be increased until it is determined
the change will not adversely impact quality or financial performance.

4.2 Change Documentation Request

4.2.1 When a project change is identified, the change shall be recorded in an email, letter, risk register,
project plan, accounting system and/or equivalent format, and placed in the project file (electronic
or hard copy). Attachment 1 provides an example letter authorizing change.

4.2.2 The change that affects the fee, scope or schedule of delivering the services shall be agreed upon
in writing by the client.

4.2.3 Executed contract changes shall be processed in accordance with the Geography/ Business Line
project accounting system requirements.

4.3 Implementation

4.3.1 Implementation of project changes shall not proceed without authorization of the change by the
Project Manager, or other stakeholders, as agreed with the Project Director, and/or the client, if
the change affects the delivery of the project to the client.

4.3.2 If the Project Manager changes at any time during the life of the project, then a Project Handover
process shall be implemented and recorded. (Attachment 2 is an example form.) In the absence of
the outgoing Project Manager, the incumbent Project Director shall complete the handover with the
new Project Manager.

4.4 Communication

4.4.1 When the change has been authorized by the client, it shall be communicated to the project team,
subconsultants and other stakeholders, as appropriate for the nature of the change. For example, a
task appointment or minutes of a meeting may be used for this purpose.

4.5 Checking and Verification Requirements

4.5.1 Work resulting from changes shall be subject to verification, in accordance with the procedures laid
out in the Project Plan and the Checking and Verification Procedure. The Project Manager is
responsible for determining the extent and level of any further verification; and, if appropriate, the
change and type of verification should result in an amendment to the Project Plan.

5.0 Records
5.1 Letter Authorizing Change

5.2 Project Handover Form

5.3 Change Records

6.0 Attachments
6.1 Attachment 1 - Example Letter Authorizing Change

6.2 Attachment 2 - Example Project Handover Form

Change Management Procedure (Q2-331-PR)

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 ATTACHMENT 1 – Example Letter Authorizing Change

Project Name Register No.

AECOM Project No.
Client Name
Client Reference
Subject

Pursuant to the Consultant Agreement reference , Clause , the following change to the Scope of
Work for the above project is advised:
Reason for Change:

References:

Description of Change:

Fee: The agreed fee will be unaltered, increased, decreased by

(local currency)/subject to hourly rates.

Time: The time for the completion of the works is unaltered, increased, decreased by
days/weeks.

Contract Changes Time Changes

Original Contract Value Original Contract Completion Date
Net value of changes previously Net change previously authorized
authorized (calendar days)
This Change This Change
New Contract Value New Contract completion date

Scope of Work Change Approval

AECOM Project Manager Signature Date

Client Authorization (Name) Signature Date

Project records updated by:

Name Signature Date

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 ATTACHMENT 2 – Example Project Handover Form

Example Instruction:
1. This form is mandatory for all projects.
2. Complete the form in the presence of “Incoming” and “Outgoing” PD or PM.
3. Handover cannot occur if “No” is answered to any “Mandatory Requirements” items and evidence is not on file.
4. Acquire signed approval for change of PM from PD or Group Leader, and change of PD from “Outgoing” and
“Incoming” PDs.
5. Send completed form to IT, Finance and Quality teams.

Project Details
Handover Role Project Manager Project Director
Project Name
Project No. Date
Client
Project Administration Officer
Existing PM Existing PD
Low (L) Medium (M) (High) H

Current risk status must be elevated when change of PM occurs.

Project Value Select Local Currency.... Amount
No. of Team Members
Outgoing PM/PD Incoming PM/PD
New Risk Level Medium High % Complete
Mandatory Requirements Tick "Yes" if not applicable YES NO
In answering the questions below consider the following:
 Fee agreement  Follow on work with team members  Work breakdown structure  Lessons learned
 Project deliverables  The value of the project plan  Timing and costs  Team dynamics
1. Have all the contractual documents, including scope changes/variations been signed by the
Project Director or Project Manager and the client?
2. Have all of the contractual obligations been met?
3. Have all necessary subconsultant/subcontractor reviews been completed?
4. Are the mandatory project forms all completed, signed and on file? For example,
Opportunity Risk Review Checklist
Contract Review
Project Plan
Project Approach Review Checklist
5. Has the project accounting system been updated?
6. Have all project team members been informed of the Handover?
7. Have all of the corrective actions arising from internal and external audits been rectified?
8. Is all critical project paperwork on file and clearly identified?
9. Are signed copies of all deliverables on file, with transmittals and evidence of verification and
approvals?
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10. If the project is undertaken by multiple offices, have Project Document Control Procedures
been implemented and communicated to staff?
11. Are all the electronic files accessible to all project staff?
12. State current financial status of Project and list outstanding invoices.

Invoice No. Invoice Amount

13. Is communication and reporting process with the client healthy? If any issues are identified
from Mandatory Requirements, list on Risk Register for immediate attention.
14. What is going well with the project?

15. What is not going well with the project?

Handover Issues (List all issues/outcomes from handover process)

Project Handover Comments and Approval

Incoming Project Manager (PM) Comments:

Incoming PM Name Signature Date

Outgoing Project Manager (PM) Comments:

Outgoing PM Name Signature Date

Project Director (PD) Comments:

PD Name Signature Date

Project Handover Completed by Project Admin Officer

Name Signature Date

Copy of completed form sent to:

Quality Manager (to update records, etc)

IT Department (to arrange archiving of electronic files, etc)

Finance Department (to update accounting system)

Change Management Procedure (Q2-331-PR)
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