How to Develop an Integrated Change Control System

Integrated change control system

How to Develop an Integrated Change Control System

 

As you have already determined the best practices for monitoring and controlling project work, you also understand the important steps you must take towards making sure that your project is conducted with appropriate internal integrity and oversight.

 

You will further this goal by developing an integrated change control system, which formally governs significant changes to the project work, schedule baseline, and budget.

 

In performing an integrated change control system, you want to make sure that none of the customers, stakeholders, or members of the project management team is surprised by delays to your schedule or significant cost overruns.

Integrated change control system

By developing an integrated change control system for your project, documenting its parameters, and adhering to its guidelines, you can reduce the risk to your project and maintaining it’s positive forward movement.

 

An integrated change control system is the process of identifying, documenting, approving or rejecting and controlling any changes to the project baselines. Integrated change control reduces risk to your project by governing the execution of proposed changes that will affect schedule and cost or any other objectives of the project.

 

It allows project managers to record the changes that are requested, make sure that changes are implemented in a standardized and approved manner, minimize their disruptive effect, and monitor their progression from initial request through completion.

 

Once the change requests are identified, they are documented in a change request form. The form is sent to the change management team, which includes the sponsors and customers for review and approval.

 

It is important to define the turnaround time for each change request and initiate a document routing process for a proper communication flow among the reviewers and stakeholders of the project.

 

 

 

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