The Integrated Change Control process serves as an overseer, so to speak, of the Monitoring and Controlling processes. This is where the project's change control process is established. Changes, updates, and corrective actions arc common outputs across all the Monitoring and Controlling processes. (And don't forget that requested change requests arc also an output of the Direct and Manage Project Plan Execution process, which is an Executing process.) These outputs often generate change requests that arc managed through this process.
We Vc seen all of the inputs, tools and techniques, and outputs of this process before. There isn't any new information to add to these. However, there arc likely exam questions on several topics that involve change and the Integrated Change Control process. Configuration management, for example, isn't listed as a tool and technique of this process, but you really can't perform Integrated Change Control without it. We'll discuss this shortly. First, let's look at change, what it is, and how it comes about.
Changes come about on projects for many reasons. It's the project manager's responsibility to manage these changes and sec to it that organizational policies regarding changes arc implemented. Changes don't necessarily mean negative consequences. Changes can produce positive results as well. It's important that you manage this process carefully, because too many changes—even one significant change—will impact cost, schedule, scope, and/or quality. Once a change request has been submitted, you've got some decisions to make. Ask yourself questions such as, Should the change be implemented? If so, what's the cost to the project in terms of project constraints: cost, time, scope, and quality? Will the benefits gained by making the change increase or decrease the chances of project completion?
Just because a change is requested doesn't mean you have to implement it. You'll always want to discover the reasons for the change and determine if they're justifiable, and you'll want to know the cost of the change. Remember that cost can take the form of increased time. Let's say the change you're considering increases the schedule completion date. That means you'll need human resources longer than expected. If you've leased equipment or project resources for the team members to use during the course of the project, a later completion date means your team needs the leased equipment for a longer period of time. All this translates to increased costs. Time equals money, as the saying goes, so manage time changes wisely and dig deep to find the impacts that time changes might make on the budget.
We Vc seen all of the inputs, tools and techniques, and outputs of this process before. There isn't any new information to add to these. However, there arc likely exam questions on several topics that involve change and the Integrated Change Control process. Configuration management, for example, isn't listed as a tool and technique of this process, but you really can't perform Integrated Change Control without it. We'll discuss this shortly. First, let's look at change, what it is, and how it comes about.
Changes come about on projects for many reasons. It's the project manager's responsibility to manage these changes and sec to it that organizational policies regarding changes arc implemented. Changes don't necessarily mean negative consequences. Changes can produce positive results as well. It's important that you manage this process carefully, because too many changes—even one significant change—will impact cost, schedule, scope, and/or quality. Once a change request has been submitted, you've got some decisions to make. Ask yourself questions such as, Should the change be implemented? If so, what's the cost to the project in terms of project constraints: cost, time, scope, and quality? Will the benefits gained by making the change increase or decrease the chances of project completion?
Just because a change is requested doesn't mean you have to implement it. You'll always want to discover the reasons for the change and determine if they're justifiable, and you'll want to know the cost of the change. Remember that cost can take the form of increased time. Let's say the change you're considering increases the schedule completion date. That means you'll need human resources longer than expected. If you've leased equipment or project resources for the team members to use during the course of the project, a later completion date means your team needs the leased equipment for a longer period of time. All this translates to increased costs. Time equals money, as the saying goes, so manage time changes wisely and dig deep to find the impacts that time changes might make on the budget.