Project Integration Management Change Management Plan

Integration refers to the process of coordinating

all aspects of a project to ensure that it is
Integration A component of the project management plan, that
establishes the change control board, documents
completed successfully. Integration involves the extent of its authority, and describes how the
bringing together all the different components of change control system will be implemented.
a project, including scope, schedule, budget, Change Management Plan will evaluate the
resources, and stakeholders, and ensuring that following questions:
they work together seamlessly. Who can propose a change?
The integration process begins during the What exactly constitutes a change?
planning phase of a project and continues What is the impact of the change on the project's
throughout the project's lifecycle. It involves objectives?
identifying and managing project dependencies, what steps are necessary to evaluate the change
risks, and issues, as well as ensuring that all request before approving or rejecting it?
project components are aligned with the Project Management Plan When a change request is approved, what project
project's goals and objectives. Developing a Project Management Plan is the documents must be amended to record the actions
➢ Assessment and coordination of all plans and process of defining preparing and coordinating necessary to effect the change?
activities that are built, maintained, and all subsidiary plans and integrating them into a How will these actions be monitored to confirm
executed throughout a project. comprehensive project management plan. The that they have been completed satisfactorily?
➢ A holistic, integrated view ties plans together key benefit of this process is a central Causes of Project Changes
aligns efforts, and highlights how they depend document that defines the basis of all project ➢ Inaccurate initial estimates.
on each other. work. ➢ Specification changes.
➢ An integrated view of all plans can identify and ➢ New regulation.
correct gaps or conflicts. Knowledge Management ➢ Missed requirement.
➢ A consolidation of the plans encapsulates the Knowledge Management is the process of Preventive action, corrective action, and defect
overall project plan and its intended business identifying, organizing, storing, and correction are all options.
value. disseminating information within an
organization. Close Project or Phase Criteria:
Explicit knowledge: Closure Reasons:
• Can be codified by using symbols such as • The project or phase successfully made its
words, numbers, and pictures. completion objectives.
• Can be documented and shared with others. • Requirement changes during execution and
Tacit knowledge: the project is no longer feasible.
• Personal knowledge that can be difficult to • Funding is no longer available to complete
articulate and share such as beliefs, the requirements.
experience, and insights. • Significant risk makes the successful
• Essential to provide the context of the completion of the project impossible.
explicit knowledge. • The organization no longer needs the
project and deliverables.
• External factors eliminate the need for the
project.
Change Management Process Step 4: After a formal review, the Change Control ISSUES
The purpose of the change management Board may: Issues are current conditions or situations that
process is to manage change requests so that • Reject the change. may have an impact on the project objectives
approved changes will be controlled, ensuring • Request more information related to the and the project team must act on to address the
the project remains on schedule, within budget, change. • Approve the change as requested. issue. The issue can affect the project's Quality,
and provides the agreed deliverables. • Approve the change subject to specified Scope, or Schedule.
Step 1: Identify and Submit a Change Request conditions. How to Handle Issues?
This process provides the ability to submit a • Escalate the change. • As issues arise promptly add them to the
request for a change to the project. The Change step 5: Closing the Change Request issue log.
Requester: If the change is approved, the following will occur: • Assign an owner to each issue.
• identifies a requirement for change to any • The change will be communicated to the team. • The owner is responsible for tracking the
aspect of the project (e.g., scope, • Project deliverables will be updated to reflect progress of the workaround and reporting
deliverables, schedule, and organization) the change. back.
• Completes a Change Request Form (CRF) • The change request will be closed. • Give realistic due dates and make every
and submits the form to the Project Manager. • All approved change requests will be reasonable attempt to meet them.
Step 2: Review the Change Request communicated in the Project status report. • Issues should be a regular topic of every
The Project Manager and Lead review the status meeting. Limit the number of open
Change Request and determine whether issues to a manageable number.
additional information is required for CCB to • Do not hesitate to escalate an issue to
assess the full impact of the change on the the project sponsor if it begins to have a
project time, scope, and cost. The decision will major effect on the project.
be based on factors, such as: Resolving issues:
• The number of change options presented. • Use your organization's issue log
• Feasibility and benefits of the change template in the absence of one to create
• Complexity and/or difficulty of the change an issue log.
options requested. • Train project team members to promptly
• The scale of the change solutions proposed. report potential issues.
Step 3: Approval of the Change Request • Enter the issue into the issue log and
The Project Manager will forward the Change assign an owner and due date.
Request Form and any supporting • Monitor progress and discuss each open
documentation to the Change Control Board for issue at every project status meeting.
review and final approval. The CCB will • Developer response is also known as a
determine the feasibility of this change by workaround, to the issues.
examining factors, such as:
• Assess the impact of the response.
• Risk to the project in implementing the
• Approve the response.
change.
• Close the issue.
• Risk to the project in NOT implementing the
change.
• Impact on the project in implementing the
change (time, resources, cost, quality).