Change Control Process
Any member of the team can submit a request for change to the manager in a project (Paton & McCalman, 2008). After the necessity for change, which is based on the approved baseline is pinpointed, the request form defines the dimensions of that change. During the process, a team member fills the requests in the first section of the form and takes it to the manager, who reviews it. He or she will need to record the change request in a change control log and later give a number to the change request for identification.
A sample of a request form for change
General information
Request Number: ______________________________Date: _________________
Request Date: ________________________________________________________
Change Proposal: _____________________________________________________
Details of the change:___________________________________________________
Reason for implementation: ______________________________________________
Business Partner Review
Background: ________________________________________________________
Performance effects: __________________________________________________
Technical effects: ____________________________________________________
Schedule effects: _____________________________________________________
Budget effects: _______________________________________________________
Enterprise effects (to other projects): _____________________________________
Review of the requesting project manager: __________________________________
Role: ________________________________________________________________
Reasons for Denial/approval: _____________________________________________
Change control and review process
The project manager appoints team members to fill the activities to implement the change, impacts, and deliverables. After the project manager is satisfied with the results of the request, he or she sends the form to the sponsors and committee for final review. They indicate their decisions; whether they accept or deny the change and send the form to the project manager.
After the approval of the change, the project manager hands over the mandate to initiate the implementation through estimation of size and cost. It is done after the completion of the standstill period that is stated in the procurement award letter. Cost estimation deals with the requirements or activities such as product lifecycle, designing of software, mounting of hardware, computers, testing, and training. The cost is categorized as recurring (trial and quality assurance) and non-recurring (that activity, which occurs once; such as designing and mounting).
Quality control plan
The inspection/verification of the procured work
The inspection will include testing and examining the right elements to ensure that they conform to the requirements of the contract. Investigation agents, quality control officers, and other stakeholders are involved in the process. Verification is necessary to ensure quality control testing and that the delivered goods or services comply with the requirements that are outlined in the approved contract. Three types of inspection are done. The preliminary control inspection involves a review of the submitted requirements and contract requirements. It includes a physical examination of materials and equipment as well. The initial investigation includes the verification and monitoring testing, identification of defects, omissions and other dimensional requirements. Lastly, the follow-up inspection ensures that features of the equipment comply with the contract requirements (Montgomery, 2009).
The consequences of a contract’s failure to comply with the requirements
If a contract fails to comply with the stated requirements, three outcomes can be achieved. Frist, the contract can include fines or payment of damage cost to the organization. Secondly, laws suit could be filled to ensure that the contract holder engages in specific performance. Thirdly, the contract could be canceled and restituted. However, all the stakeholders and experts should be consulted before making any such decision in the case of contract disputes and failure to comply with the stated standards.
Performance reporting plan
Specific reports to track performance of the deliverable
The reports give a brief of the progress, budgets, status, future trends and the customer satisfaction in the project about an initial plan and achievements. The necessary reports to be shared include status reports, progress reports, forecasting reports and variance reports. Status reports describe the current position of the project at the time the report is submitted. The report is in the form of writing with pictures that are based on the baseline measurements such as time, cost, scope, and quality. Progress reports will describe the achievements about the last report to be produced. It gives the current trends in the project. Forecasting reports will be offered to predict expectations regarding the project. It will help in monitoring the progress and allocation of resources to ensure proper use. Variance report is critical, as it shows the similarities and differences between the initially planned development and the actual project achievements.
A Mock-up of the reports
How often reports are submitted
Reports such as will be presented during meetings. For instance, variation reports will be delivered after six months; forecasting reports will be distributed annually, and a progress report will be produced on a monthly and weekly basis, based on the internal status.
Who receives the reports?
All participating parties of the project, such as the steering committee, public users, external agencies, project managers, and project sponsors receive reports. The steering committee receives the progress and forecasting reports of the project. The users receive variance reports while the public and project sponsors receive status reports. External agencies receive the general progress reports as well.
References
Montgomery, D. C. (2009). Statistical quality control (Vol. 7). New York: Wiley.
Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective implementation. Sage.
