Change Control Process

Question 1

When a Change is request by a SH or a Change is being discussed. Do you update the Change log or Issue log first?

Answer 1

You do NOT update Issue Log.
You update the Change log first.

Question 2

What is the difference between Creating/Writing a CR and Documenting a CR?

Answer 2

• Creating/Writing a Change Request: This means formally submitting a proposed change to the CCB or your Sponsor in form of a 1-Pager AFTER the impact analysis is done
• Documenting a Change Request: This is the first step when a change is verbally proposed by a stakeholder. Generally, this means updating your ‘change log’ document with this change as a ‘new request’.

Question 3

What is Creating/Writing a CR?

Answer 3

Formally submitting a proposed change to the CCB or your Sponsor in form of a 1-Pager AFTER the impact analysis is done.

Question 4

What is “Documenting” a CR?

Answer 4

This is the first step when a change is verbally proposed by a stakeholder. Generally, this means updating your ‘change log’ document with this change as a ‘new request’

Question 5

If you recieved a change was verbally communicated to you. What does documenting this change in the change log do to the change control or configuration control systems?

Answer 5

Documenting a change(Change log), in itself updates the change/config management systems.
The change log is directly tied into them.

Then you can move on to next ICC steps: Impact analysis->CCB Review

Question 6

Learning Point 2 ICC

What do you do with a verbal change request?

Answer 6

• Although changes may be initiated verbally, they should be recorded in written form and** entered into the change management and/or configuration management system**, often in the CHANGE LOG document.
• This is the next step of the ICC loop once the change is communicated verbally “

Question 7

What is the central change history repository for the life of a project?

Answer 7

The change log: contains the history of all changes and their statuses.

Question 8

Can you change baselines or the PMP before officially approved?

Answer 8

“Before the baselines are established, changes are not required to be formally controlled by the Perform Integrated Change Control process.
Once the project is baselined, change requests go through this process”

Question 9

Agile ICC- CCB & SCRUM

What is CCB in SCRUM(Agile)?

Answer 9

• Definition: A CCB is a** group within a project team** responsible for deciding on proposed changes to a system within a project.
• Role: Assess the impact of changes, and make decisions to approve, reject, or delay changes.
• Context: Most commonly used in IT/software development but applicable in traditional project management and even in Scrum for out-of-scope changes.

Question 10

Agile ICC- CCB & SCRUM

How is the CCB different in SCRUM vs Traditional Predictive project?

Answer 10

• Traditional Projects: In waterfall projects, the CCB fits well due to the structured and inflexible nature of project changes.
• Scrum: In Agile, **changes can happen quickly at the end of each sprint. **
  
  • Within Scope changes: Changes within scope can be managed through the Scrum process.
  • Out-of-scope changes: Changes that** require CCB** approval.

Question 11

Agile ICC- CCB & SCRUM

In SCRUM how is In scope and out of scope changes handled differently?

Answer 11

• Scrum: In Agile, **changes can happen quickly at the end of each sprint. **
  
  • Within Scope changes: Changes within scope can be managed through the Scrum process.
  • Out-of-scope changes: Changes that** require CCB** approval.

Question 12

Agile ICC- CCB & SCRUM

What

Question 13

Agile ICC- CCB & SCRUM

What are the 7 key roles in CCB for SCRUM?

Answer 13

1. Chairman: Leads the CCB and makes final decisions on proposed changes.
   * Example: Approves or rejects a change request after discussion.

2.Project Assistant: Responsible for documenting changes and serving as a secretary to the board.

3.Project Assistant: Supports PM handling admin tasks: Documentation, record keeping, scheduling meetings, maintain project calendars, send SHs updates, prepping reports, tracking progress, acts as secretary during CCB meetings taking notes and organizing docs.
* Example: Records minutes of the CCB meeting and updates the project plan. difference from PM? ON agile team?

4. Project Manager: Ensures the project’s successful completion and presents changes to the CCB.
   * Example: Updates the CCB on the current status of a proposed system enhancement.

5.Board Members: Team members who evaluate and vote on changes.
* Example: A technical lead assessing the impact of a new software feature on project scope.

6.Initiator: Proposes the change and explains the need for it.
* Example: A developer who suggests modifying the codebase to enhance performance.

7.Reviewer (two types):
1.Evaluates the impact of the proposed changes on scope, schedule, and cost.
* Example: Conducts analysis to determine if a change will delay project milestones.

2.Verifies if the approved changes were implemented correctly.
* Example: Reviews project outputs after change implementation to ensure accuracy.

Question 14

Agile ICC- CCB & SCRUM

What’s the difference between a Change Control Board and a Change Advisory Board?

Answer 14

CCB: Primarily handles changes within specific projects.
* Composition: Can include project stakeholders like the PM, key team members, and sometimes external stakeholders or sponsors, May include SME’s relevant to project scope..
* CCB Example: A project team proposes adding a new feature to the project scope. The CCB assesses the impact on the timeline, budget, and resources before deciding whether to approve or reject the change.

CAB(Chg Advisory Board): Manages changes across the service lifecycle, including emergency changes. Evaluates the technical, operational, and business impact of changes(Strategic level of change on the business[Ongoing services or business operations].
* Scope: Review changes that affect multiple systems or the broader service environment, not limited to one project.
* Decision Making Focus: Ensure changes won’t negatively impact ongoing services or business operations.
* Strategic level Change Management: Works at a strategic level to ensure stability and availability of** services across the organization.**
* Environment: Common in IT orgs. Often deals w/ changes that affect multiple teams or departments.
* Composition: Usually includes reps from multiple areas of org, such as IT, business operations, and customer service.
* Can include senior leadership, service managers, and technical leads to ensure a broad view of the impact of changes.
* Focus on Emergency Changes: managing and approving emergency changes in IT environments.
* CAB Example: An organization needs to upgrade a database server that multiple departments rely on.
* The CAB reviews the potential risks to other services, downtime implications, and plans a maintenance window.

Question 15

Agile ICC- CCB & SCRUM

What are the SCRUM Change Management steps?

Answer 15

1.Initiate CR:Customer/SH or team member request CR.
* Output: Change request USER STORY: CR takes the form of a user story

2.PO Evaluates CR: PO reviews CR to assess its value, priority, and alignment w/ project vision and whether to add to the scope(PBL).
* Yes: Proceed to the next step.
* No: Reject or defer CR

3. PBL Update: PO adds CR User story to PBL
   * PO decides where change fits within existing PBL and Prioritizes it based on business need and impact.

4.BL Refinement(Grooming): Scrum Team discuss new PBL Item
* Actions: Breakdown CR into smaller USs
* Team is self empowered and decides what it would take to do this change if they have the technical knowledge to do so. Not the PM or SM.
* Discuss and estimate effort (Story points)
* Team self empowered and have the experience to know how much effort it would take to do change.
Identify Dependencies or technical requirements for implementing the change.
* Adjust the priority based on team feedback.

5.Sprint Planning: Is CR prioritized high enough to include in the sprint backlog?
* Yes: CR added to SBL during Sprint planning
* NO: Remains in PBL for consideration in future sprints.
6.Sprint Execution:
* Development: Scrum Team begins to work on SBL, which may include CR(User story)
* Daily Scrum: During Daily Standups, the team discusses progress, blockers, and adjustments, if needed for CR.

7.Sprint Review:
* Showcase: at end of sprint in Review, team demos completed product increment, including the CR by the customer
* SH Feedback: SH including customers provide feedback on change. If additional adjustments are needed, they are added back to the PBL for future considerations.

Question 16

How do we incorporate change activities into agile?

Answer 16

• To align with the frequency of agile delivery, change management activities must become simpler and quicker. They should be easy to understand and fast to execute to keep up with rapid development cycles.
• A few agile tools and concepts applied to change management:
  
  • User Stories: Expressing change objectives(as US for next iteration) from the perspective of the people impacted, helping prioritize activities in the product backlog.
    * By including change management activities as user stories, they get picked up as part of the work of a sprint, so they are discussed in the daily stand ups.
  • Daily Stand-Ups: Regular meetings where change activities are discussed alongside development tasks to ensure transparency and collaboration.
    • Discuss regular development activities w/ change activities integrated into it.
    • Where those working on change come together to brief update on what they have done since last stand up and what they’re working on between now and next stand up.
    • This meeting provides date info, ensuring everyone knows what everyone else working on, easier to collaborate, to identify and resolve dependencies, risks, and issues. Meeting helps team get things done and minimize the need to escalate to sr mgrs.
• Kanban Boards: Visualizing progress on change activities to monitor and manage the transition efficiently.
  
  • Can monitor Change activity designated User story to see how change is progressing.

Question 17

If project having issues and the solution requires more budget can we request more funding from Sponsor?

Answer 17

Requesting additional funding from the sponsor without going through the formal change control process can lead to uncontrolled scope and budget changes.
* The project sponsor may be involved in approving the change, but it’s essential to involve the CCB, requesting additional funds should typically follow the submission of a change request to the CCB.

Question 18

Change Management(not ICC) but Org level
What are the 3 Phases of Change management?

Answer 18

1. Plan:
   * Needs assessment from individuals and org.
   * Develop Custom plan to address needs in order to change behaviors.
2. Do
   * Launch communications to impacted individuals to let them know what we’re trying to accomplish and
   * transition activities: People must be ready for change
3. Sustain change: Team aligns structures to support new ways of working and integrates new ways into the business.
   * Align Structures: Sustaining change requires aligning structures.
   * Optimize Results: In order to ensure change yield optimal results over time, new behaviors must be integrated into new way of wroking.

https://www.pmi.org/learning/library/change-management-understanding-human-dynamics-6252

Question 19

ADKAR: Org Change Management Steps
Put them in order and explain each
A.Knowledge
B. Desire
C. Awareness
D. Reinforcement
E. Ability

Answer 19

**ADKAR® Model
Jeff Hiatt developed the ADKAR® Model which focuses on five sequential steps that individuals
undergo when adapting to change:

1. Awareness: Of need for change.
2. Desire: Once people know why change necessary, needs to be a** desire to be part of and support change.**
3. Knowledge: People need to understand how to change.
   * This includes understanding new processes and systems in addition to new roles and responsibilities.
   * Knowledge can be imparted through training and education.
   • Includes training for senior managers. Helps to ensure that Sr. managers understand the benefits of hybrid approach and how it can be used to improve the overall project delivery process.
   • APG p.123: When exec buy in missing teams can encounter clash btw agile mindset and approaches and the more predictive mindset and approaches.

4.Ability: Demonstrate new skills and behaviors

5.Reinforcement: Make change stick. Supports the sustainment of the change. This can include rewards, recognition, feedback, and measurement.