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OE-PM Change Management Document
Status: (Draft or Published)
Version: (0.# or 1.#)
Prepared by:
Date Created:
Date Last Revised:
OE-PM Artifact ID: G04.01
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Table of Contents
Document Information ...........................................................................................................3
Document Revision History ....................................................Error! Bookmark not defined.
Glossary of Terms .................................................................................................................4
Types of Change ...................................................................................................................4
Summary of Change Control .................................................................................................4
Managing Change .................................................................................................................5
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Document Information
Purpose:
In order to have predictable project delivery, it is critical to manage change. The objective is not to prevent
change, but rather to manage change so that decisions are based on a clear understanding of the advantages that
the change will bring as well as the impact of the change to the project’s scope, timeline, budget and/or benefits.
In some cases the change may have enough significance to affect the original business case for the project, which
justified the funding of the project.
Change Management is applied to material changes in the project scope that impact timeline, budget or benefits of
the project.
A consistent Change Management process has benefits such as the following:

Decisions about changes are transparent, and are based on thorough analysis.

If the change significantly impacts the project’s business case, there is an opportunity to decide whether this
project is still a viable investment for the company.

When a change is significant (especially a budget change) it can impact the overall portfolio of projects in the
enterprise and across the firm. This process provides executive management with the information they need
to manage the impact to the overall portfolio.
Audience:
 All project team members
 Project Sponsor, Business Owner, and IT/Technical Owner
 All other key stakeholders
Criteria for Use:

Medium and Large projects (per the Sizing Matrix)

Other size projects per Project Manager and Business Owner discretion
Timeline:
 Change Management Plan is intended to be a static document.
 Any changes to the Change Management Plan should be done during the Planning phase.
 Change Management Plan should be referenced in the Project Management Plan.
*Delete all italic sections before completing the document. These are only for use by the person(s)
completing the document.
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Glossary of Terms
Term/Acronym
Baseline
Definition
A baseline is a commitment from the project team, approved and accepted by the Project
Steering Committee. Baselines are typically documented in the Business Case at the end of
Planning and amended in Execution during the Design subphase.
Once a change request is approved, future change should be measured against the latest
baseline + previously approved change.
Change Request
Once project scope, timeline, budget or benefits have been baselined and entered into
Change Control, any changes to the project must be formally requested, and analyzed
regarding the impact the change will have on these four key factors.
Change Control
The state of project scope, timeline, budget or benefits, once a baseline has been committed
to.
PMO
Project Management Office
Types of Change
The main types of change that need to be managed during a project are described more fully below:
Scope
 End of Planning:
o
Project Charter approved
o
Detailed Requirements approved
 End of Execution Design Subphase:
o
Technical design approved
o
Scope is now fully in Change Control status
Timeline
 End of Planning: Commitment is limited to duration of the Execution Design subphase.
 End of Execution Design subphase: Project timeline is fully entered into Change Control status.
Financials
 End of Planning: Financial estimates are baselined in the Planning Business Case.
 End of Execution Design Subphase: Financial estimates are fully baselined in the Execution Business Case.
Benefits
 End of Planning: Projected benefits from the project are baselined in the Planning Business Case
 End of Execution Design Subphase: Projected benefits from the project are fully baselined in the Execution
Business Case.
Summary of Change Control
This chart summarizes when certain types of changes are in Change Control or cannot be changed without going
through a Change Request process (see below).
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Type
Planning

Benefits
N/A
Financials
N/A




Scope
N/A
Timeline
N/A
Execution: Build through
Deploy Subphases
Execution: Design Subphase




Expected benefits as baselined in
the Planning Business Case
Approved Change Requests
Total cost of project as baselined
in the Planning Business Case
Approved Change Requests
Scope and Features as baselined
in the Project Charter
Detailed Requirements
Approved Change Requests
Timeline to complete Execution:
Design Subphase as Baselined in
Planning
Approved Change Requests










Expected benefits as baselined in the
Execution Business Case
Approved Change Requests
Total Cost of project as baselined in
the Execution Business Case
Approved Change Requests
Scope and Features as baselined in
the Project Charter
Detailed Requirements
Detailed Design
Approved Change Requests
Timeline to complete project as
Baselined in Execution
Approved Change Requests
Change Management Escalation Thresholds
When the impact of the Change Request is above certain thresholds in relation to project baselines, the Change
Request must be escalated to the Project Steering Committee for approval, and to the PMO. Please note that if a
project has multiple Change Requests that do not exceed the threshold individually, but do exceed the threshold
when considered cumulatively, escalation is required.
Type
Planning
Execution: Design Subphase
Execution: Build through
Deploy Subphases
Benefits
N/A
Changes to project benefits (as stated in
the Planning Business Case) of >10%
Changes to project benefits (as stated in
the Execution Business Case) of >10%
Financials
N/A
Changes to project financials (as stated
in the Planning Business Case) of >10%
Changes to project financials (as stated
in the Execution Business Case) of
>10%
Scope
Issues around defining
high-level scope
Changes to defined scope that will
degrade project benefits (as stated in the
Planning business case) by >10%
Changes to define dscope that will
degrade project benefits (as stated in
the Execution Business Case) by >10%
Timeline
End of Planning date
slip by >10%
Changes to timeline for Execution:
Design subphase by >10%
Changes to timeline for Execution: Build
through Deploy subphases by >10%
Managing Change
How the Change Request process works.
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Initiate Change
Request (CR)
Analyze CR
Record CR
Does CR Cross
Threshold Limit?
No
Update Project
Audience with
Project Steering
Committee
Decision
Yes
Yes
Review Impact
Analysis of CR
Approve?
OE-PM Artifact ID: G04.01
Execute Change
and Track to
Closure
Update Change
Request Log
Update Project
Audience with
Project Steering
Committee
Decision
Update Change
Request Log
No
Artifact
Owners
Project
Steering
Committee
Project Manager
Analyst
Change
Requestor
Project Change Request Process
Get approval from
appropriate
Authorizer
Update CIP
Revision column
and fill out
Authorization
document
Internal Use Only
Update Relevant
Artifacts and
Perform Change
Control Activities
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