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🔥💪 Strengthen Your EVMS Change Control with IP2M METRR! 💪🔥 As we venture further into our IP2M METRR series, let's dive into Sub-Process G: Change Control. This sub-process is crucial for managing changes to the project/program baseline, ensuring all adjustments are well-documented and controlled. Effective change control ensures that changes to project’s scope, schedule, or budget are analyzed, communicated, and recorded accurately. This maintains the integrity of the Performance Measurement Baseline (PMB) and provides reliable performance data. Here are the 6 attributes that support Sub-Process G: G1️⃣ Controlling Management Reserve (MR) and Undistributed Budget (UB) MR and UB should be managed through a formal change control process. MR is reserved for unforeseen in-scope changes and should not cover cost overruns or out-of-scope work. UB holds budgets for new work until the responsible organization is determined, ensuring the budget remains linked to the scope. G2️⃣ Incorporating Changes in a Timely Manner Changes must be integrated into baseline documents promptly to keep the Contract Budget Base (CBB), Project Budget Base (PBB), and PMB valid. This prevents new work from being executed without a performance measurement budget and keeps performance measurement info accurate and up-to-date. G3️⃣ Baseline Changes Reconciliation Maintaining a well-documented and current CBB/PBB and PMB is crucial for accurate project management. Adjustments should reflect authorized changes, ensuring continuous alignment with contractual agreements and providing clear project progress. G4️⃣ Control of Retroactive Changes Retroactive changes can obscure performance trends and should be limited to error corrections, routine adjustments, or customer-directed changes. This maintains the validity of historical performance data and ensures a stable baseline for future analysis. G5️⃣ Preventing Unauthorized Revisions to the CBB/PBB Only authorized changes should affect the project budget, preserving the relationship between the Total Allocated Budget (TAB) and contract value. This ensures the integrity of performance data and prevents unapproved budget modifications. G6️⃣ Over-Target Baseline (OTB) / Over-Target Schedule (OTS) Authorization When project performance exceeds the initial plan, an OTB/OTS can be established. This requires customer coordination and allows for a more realistic budget and schedule, supporting effective management and performance measurement. At pmXperts, Inc., we empower your potential, helping you manage changes efficiently and maintain compliance. With our support, your projects will align with strategic goals and achieve optimal performance. 👉 Looking to strengthen your EVMS? Let us help you harness IP2M METRR to achieve best-in-class performance and compliance for your projects! 🌐 https://lnkd.in/em85xsXc 📞 949-351-8896 📧 karlo.menoscal@pmxperts-inc.com #ProjectManagement #ProjectControls #Aerospace #Defense

Change request management is the prerogative of the project manager (PM), but the change manager (CM) shouldn’t be a stranger to this process, either. When stakeholders request project scope changes – most often, scope extensions –, PMs typically assess schedule and budget implications. What is often missing from these assessments is the impact that scope extensions may have on other stakeholders and thus, on overall adoption and usage. As a result, CMs are unable to amend their plans accordingly, which decreases the organization’s ability to achieve its goals. For this reason, change request management is one of the areas where PM-CM coordination is essential. Here are some proposed principles for effective change request management with CM input: 1.     Change requests can only be reviewed if the requestor has submitted all of the following information: – Detailed description of the change requested – Justification – Expected benefits if the request is approved – Expected impact if the request is rejected – Time and budget needed if the request is accepted – Impacted groups (in addition to the requestor’s group) if the request is accepted – Impacted groups (in addition to the requestor’s group) if the request is rejected Having requestors consider impacted groups in addition to their own has two benefits: – In the short run, it forces them to take an end-to-end perspective, which is often lacking in organizations. – In the long run, it may promote a “change impact mindset” across the organization, thus elevating its change maturity. 2.     If a Change Control Board exists, the change manager should be a member. If not, PMs and CMs should jointly review requests and associated risks. 3.     Proposed changes must be presented for formal approval to the governance body/executive sponsor after all potential implications – including adoption and usage implications identified by the change manager – have been considered. 4.     Any time/budget amendments resulting from a change in scope must also reflect any extra change management activities and resources required to safeguard adoption and usage. For this setup to hold, a working agreement is imperative: 1.     The executive sponsor, the PM, and the CM recognize the need for the PM and the CM to work in tandem. 2.     The executive sponsor requests a coordinated PM-CM approach. 3.     Risks to adoption and usage are as important as tech and process risks. 4.     A priority matrix is defined in the beginning of the project, highlighting what is and will remain non-negotiable – budget, timeline, or scope. This greatly simplifies change request management. In conclusion, while change request management is under PM jurisdiction, CM involvement in this process is essential, because it minimizes adoption and usage risks, paving the way for the organization to achieve its intended benefits. #changemanagement #projectmanagement #organizationalchange

PERFORM INTEGRATED CHANGE CONTROL Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions. This process reviews all requests for changes to project documents, deliverables, or the project management plan and determines the resolution of the change requests. The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives or plans. This process is performed throughout the project.

Change Management Process Flowchart in #pmp: The purpose of the change management process is to manage change requests so that approved changes will be controlled, ensuring the project remains on schedule, within budget and provides the agreed deliverables. Step 1: Identify and Submit a Change Request This process provides the ability to submit a request for a change to the project. The Change Requester: • Identifies a requirement for change to any aspect of the project (e.g. scope, deliverables, schedule and organization) • Completes a Change Request Form (CRF) and submits the form to the Project Manager. Step 2: Review the Change Request The Project Manager and Lead reviews the Change Request and determines whether or not additional information is required for CCB to assess the full impact of the change to the project time, scope and cost. The decision will be based on factors, such as: • Number of change options presented • Feasibility and benefits of the change • Complexity and/or difficulty of the change options requested • ⁠Scale of the change solutions proposed. Step 3: Approval of the Change Request The Project Manager will forward the Change Request Form and any supporting documentation to Change Control Board for review and final approval. The CCB will determine the feasibility of this change by examining factors, such as: • Risk to the project in implementing the change • ⁠Risk to the project in NOT implementing the change • ⁠Impact on the project in implementing the change (time, resources, cost, quality). Step 4: After a formal review, the Change Control Board may: • Reject the change • ⁠Request more information related to the change • ⁠Approve the change as requested • ⁠Approve the change subject to specified conditions • ⁠Escalate the change Step 5: Closing the Change Request If the change is approved, the following will occur: • The change will be communicated to the team • Project deliverables will be updated to reflect the change • ⁠The change request will be closed. • ⁠All approved change requests will be communicated in the Project status report

As a project manager and requirements engineer experienced with censhare-based systems, I can attest to the remarkable benefits that a robust Digital Asset Management (DAM) system brings to project workflows and organizational efficiency. Centralized asset repositories, like the one offered by censhare, revolutionize project management by providing teams with a single source of truth for all digital assets. This feature eliminates the need to search through scattered folders or emails, significantly reducing project timelines and boosting team productivity. The object-oriented nature of censhare's platform offers unmatched versatility and adaptability, making it an ideal choice for complex, multi-channel projects. This adaptability is key in tailoring the system to meet specific client needs, a crucial aspect for requirements engineers. Enhanced collaboration capabilities in DAM systems allow for seamless teamwork, with features like version control ensuring everyone works with up-to-date assets. This collaborative environment streamlines approval processes and accelerates project delivery, enhancing overall project efficiency. The automation of tasks like file conversions and metadata tagging in DAM systems reduces manual labor and the risk of errors. This automation not only saves time but also enables team members to focus on more strategic, creative aspects of their work, making project management more efficient. Robust security measures in DAM systems, including granular access controls and permissions, protect sensitive assets while allowing necessary team members access. This level of security is crucial when handling confidential client information or unreleased marketing materials. In conclusion, a DAM system like censhare goes beyond simple file storage, offering centralized assets, enhanced collaboration, improved workflow efficiency, stringent security, and valuable insights. It is truly an indispensable tool for modern project management.

Change management involves systematically managing changes to project scope, schedule, and resources to minimize disruptions and ensure project success. Here's how it helps optimize project costs: 1️⃣ Minimized Rework Costs Efficient change management processes reduce the need for extensive rework by addressing changes promptly and ensuring they are properly integrated into project plans. This minimizes the associated costs of redoing work or modifying deliverables. 2️⃣ Controlled Scope Creep Effective change management controls scope creep by evaluating proposed changes against project objectives and priorities. By only approving changes that add significant value or address critical needs, unnecessary expenses from expanding scope are avoided. 3️⃣ Improved Resource Utilization Change management ensures that resources are allocated efficiently to accommodate approved changes without causing bottlenecks or overallocation. By reallocating resources as needed and avoiding unnecessary disruptions, project costs associated with resource inefficiencies are reduced. 4️⃣ Timely Decision-Making Structured change management processes facilitate timely decision-making on change requests, preventing delays and cost overruns. Clear procedures for evaluating and approving changes enable project teams to address issues promptly and keep the project on track. 5️⃣ Stakeholder Alignment Change management involves engaging stakeholders in the change process, ensuring their buy-in and alignment with project objectives. By involving stakeholders early and managing their expectations, costly misunderstandings or resistance to changes are minimized. 6️⃣ Risk Mitigation Proactive change management identifies and addresses potential risks associated with proposed changes, mitigating their impact on project costs. By assessing risks and implementing appropriate mitigation strategies, unexpected expenses resulting from change-related issues are mitigated. Overall, effective change management ensures that changes to project scope, schedule, and resources are managed in a controlled and systematic manner, minimizing disruptions and optimizing project costs.

Manage Project Changes 📈Change Management Plan A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented. It should answer the following questions: • Who can propose a change? • What exactly constitutes a change? • How to evaluate the impact of the change on the project's objectives? • What steps are necessary to evaluate the change request before approving or rejecting it? • When a change request is approved, what project documents must be amended to record the actions necessary to effect the change? • How will these actions be monitored to confirm that they have been completed satisfactorily? 📊Causes of Project Changes • Inaccurate initial estimates • Specification changes • New regulations • Missed requirements. 🫗Change control system A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled. Change control systems can include: • Forms • Tracking methods • Processes • Approval levels required for authorizing or rejecting requested changes 🚨Change Control Board (CCB) A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions. Change Control Strategy: • Change identification • Change documentation • Analyzing the impact of the change • Course of action • Updating related plans 🥧Approved change requests Requests that have been received and approved in accordance with the integrated change control plan and are ready to be scheduled for implementation. 🍯Approved changes can include: • Corrective action • Preventive action • Defect repair • Update #pmp #projectmanagement #pm #project #projectmanager

Optimize IT Change Management Right-size IT change management to protect the live environment. Infrastructure managers and change managers need to re-evaluate their change management processes due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes. IT system owners often resist change management because they see it as slow and bureaucratic. Infrastructure changes are often seen as different from application changes, and two (or more) processes may exist.

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As everyone probably knows by now from the Crowdstrike incident, effective change control management is a must within every SMEs business processes. Any project will inevitably undergo change, but uncontrolled change can result in chaos, missed deadlines and excessive spending. This is where change control becomes an essential practice. Change control is a structured approach to managing alterations in project scope, timelines and resources. It ensures that every proposed change is thoroughly evaluated, understood and approved before implementation. By enforcing a formal process, change control helps maintain project integrity and most importantly mitigate risks. Follow the link blog link below for more info on the importance of change control. ⬇️ https://lnkd.in/eTDqR7Ys.