Subtitles of the Movie

When considering changes, it's important to evaluate the impact of the changes and consider what the impact is in relation to the triple constraints, which include time or schedule, cost and also resources in relation to cost, quality and you should also consider scope. This analysis should not be done by the project manager but instead by those who have a clear and thorough understanding of the work involved related to the change. Because they are the ones who understand the level of impact to a greater extent, that's why we want our experts involved first. Ideally, the experts conducting the analysis will go through a series of basic questions first. These may be documented within some kind of review form to help them. Those questions typically look at whether the change is necessary, whether alternatives exist, what the impact is in terms of the triple constraints from their perspective and also considers does this increase or decrease risk. The next step has the experts evaluate what is needed in terms of resources and time to implement this change. Does the change call for additional resources, whether that be human resources, equipment or materials. Next is where the project manager steps in into the analysis process because we, as the project managers, have an understanding of the full scope of the project. We can take the analysis further by looking at the analysis that the experts put together and seeing how it impacts the schedule and the budget, as well as the quality and scope. From here, it's presented to the change control board. I'd like to talk more about the change control board next. The change control board is comprised of stakeholders that are responsible for reviewing and accepting or rejecting changes to the project. Who these stakeholders are exactly depends on the organization. In some cases, there's a change control board assembled per project, while in other or more commonly, there's a change control board who presides over all projects. I've also seen where a change control board is assembled per program. Within these cases, particularly when a change control exists per project, the group is part-time, while in others it's a full-time job. The change control board meets regularly to review submitted change requests. How often exactly depends on the project and the organization. It's common to see the boards meet on a weekly basis but again, this is not set in stone and it typically varies in the individual project. There should always be procedures in place to deal with emergency meetings, including a description of what qualifies as an emergency. In some cases, a change request will need to be reviewed urgently. In some cases, but not all, the project sponsor is a part of reviewing changes that impact the triple constraints. Their involvement, however, is typically on a high level, so it's not common to see the sponsors sit in as a regular board member. And that closes out this review of analyzing the impact of changes requested and the change control board, who reviews the requests and then approves or rejects them. That also leads us to the closing of this section.