Construction

Online Guide

Work the Plan

Process

Activity:

Manage Change

Revision

Sept. 1, 2005

Description:

Project teams implement the Change Management Plan and actively identify and manage potential change issues. 

Inputs:

·        Endorsed Project Management Plan

-        Change Management Plan

-        Project Performance Baseline

·        Contractor’s Schedule

·        Contract Documents

Tools:

·        WSDOT Construction Contract Information System (CCIS)

·        WSDOT Project Delivery Information System (PDIS)

Note: This is a WSDOT internal web site that is not available to anyone outside the agency

·        WSDOT Project Control & Reporting Web Site

·        WSDOT Construction Manual

·        Project Baseline Schedule

Steps:

1.      Review the Change Management Plan

Brief the project team and other appropriate participants on the processes and procedures to follow in managing change and change issues in the course of their work on the project.

2.      Identify and Manage Potential Change Issues:

·        Brief the project team and other appropriate participants on their responsibility to notify the Project Manager (or other appropriate designee) of any significant change that has occurred, or may occur. Include the details—who, what, when, etc.

·        Make potential risks and change issues a “standing” agenda item and have an open dialogue about risks and changes at all team meetings; it encourages responsibility for this process.

·        Develop and maintain a Change Issue Log identifying and tracking each potential change issue, whether it is a “proven” change or not.

·        Assign responsibility for tracking, verifying, and documenting each potential change issue and its ultimate disposition. Each potential change issue should be treated with high priority until its significance to the project is determined.

Emphasize the importance of prompt attention to evaluating each potential change issue. Identifying “real” change quickly gives the team more time and options for minimizing negative impacts and maximizing benefit.

3.      Administer the Change Management Process:

·        For each “real” change issue, analyze the nature and scope of the change and establish a formal change description.

·        Evaluate the impact of the change on the project work and performance conditions, including changes required to completed, current, and future work product(s).

·        Evaluate the impact of the change on the Project Performance Baseline (scope, schedule, and budgets—including contingency budgets) and potential risk.

·        Analyze the change for alternative actions to minimize the negative impacts and maximize the benefit of the change.

·        Prepare a change order.  Formally establish the scope of the change and direction for incorporating the changed work and conditions. 

·        Formally establish the required adjustments to the Project Performance Baseline (scope, schedule, and budgets) and the Risk Management Plan.

·        Provide appropriate notifications to all team members, especially those whose performance is directly affected by the change.

·        Notify and consult with Region/Organization Management, Region Program Management, and the Project Controls & Reporting Office.

·        Obtain the appropriate endorsement/approvals and distribute.

·        Process Contract Change Orders as appropriate. Note: Consultants and contractors may not proceed with—or get paid for—changed work until their Contract Scope of Work, Contract Amounts, and Schedules have been formally changed through the Contract Change Order process.

4.      Update the Performance Baseline

Work with Region Program Management to adjust the Project Performance Baseline.

·        Work Breakdown Structure – Determine appropriate methods for incorporating the changed work as separate from the original baseline scope of work.

·        Schedule – Integrate the appropriate logic, duration, and resource revisions to accommodate the changed scope while maintaining visibility of the original baseline schedule.

·        Budgets – Make the appropriate budget adjustments, including transfers from contingency budgets to work budgets.

5.      Obtain Endorsement and Communicate:

·        Project Team

·        Region/Organization Management

·        Stakeholders

Products:

·        Management Reports

·        Recovery Plans

·        Change orders

Guidelines:

N/A