Perform Integrated Change Control Inputs Tools and Techniques and Outputs

The inputs for the Perform Integrated Change Control process are as follows:

■ Project management plan

■ Work performance information

■ Change requests

■ Enterprise environmental factors

■ Organizational process assets

Remember that the project management plan includes all the documents together that make up that plan—the project schedule, budget, scope statement, and so on.

You've seen all the tools and techniques for Perform Integrated Change Control in previous processes:

■ Expert judgment

■ Change control meetings

The outputs of the Perform Integrated Change Control process are as follows:

■ Change request status updates

■ Project management plan updates

■ Project document updates

Project management plan updates are typically required as a result of an approved change or corrective action, especially those changes that impact a project baseline. It may sound obvious, but I'll tell you anyway: changes made to baselines should reflect changes from the current point in time forward. You cannot change past performance. These changes are noted in the change control system or the configuration management system, and stakeholders are informed at the status meetings of the changes that have occurred, their impacts, and where the description of the changes can be found.

You should document all the actions taken in the Perform Integrated Change Control process (whether implemented or not) as part of the project document updates output. You should also record the reason for the change request. In other words, how did this particular change request come about? How did it change the original project management plan? Is this something you could or should have known about in the Planning processes? You should note the corrective action taken and the justification for choosing that particular corrective action as part of lessons learned also. You can use the information you capture here in your configuration management system as lessons learned for future projects. When you take on a new project, it's a good idea to review the lessons learned from similar projects so that you can plan appropriately and avoid, where possible, the variances that occurred in those projects.

In the next chapter, you'll explore the individual change control processes (like Control Cost and Control Schedule) and the measurement tools you'll use to provide the variance measurements that are gathered and reported to the stakeholder via the Report Performance process that we discussed earlier in this chapter.

Real World Scenario

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