Pre-Construction		Online Guide
		Work the Plan		Process
Activity:	Manage Change			Revision July 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
Tools:	· WSDOT Project Delivery Information System (PDIS) Note: This is a WSDOT internal web site that is not available to anyone outside the agency · Project Baseline Schedule · WSDOT Project Control & Reporting Web Site
Steps:	1. Review the Project 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. Often—particularly in the design phase—potential change issues turn out to be “evolving design details” that are perceived as changes in scope or conditions. Although not generally considered a change, it is important to track and document these reports in order to avoid duplication of effort or their incorporation into other potential change issues.
	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 and quantify the impact of the change on the project work and performance conditions, including changes required to completed, current, and future work product(s). · Evaluate and quantify the impact of the change on the Project Performance Baseline (scope, schedule, and budgets—including contingency budgets) and potential risk.
	4. Develop Mitigation/Recovery Strategies: · Analyze the change for alternative actions to minimize the negative impacts and maximize the benefit of the change—including the “no action” option. · 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, budgets, and Risk Management Plan · Solicit input and provide appropriate notifications to all team members—especially those whose performance is directly affected by the change.
	5. Obtain the appropriate Endorsements/Approvals and Distribute: · Notify and consult with Region/Organization Management, Region Program Management, and the Project Controls & Reporting Office. · Process a formal notice of change to the project team and 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.
	6. 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.
	7. Communicate changes per the Project Communication Plan: · Project Team · Region/Organization Management
Products:	· Management Reports · Recovery Strategies
Guidelines:	· Emphasize the importance of prompt attention to evaluating each potential change issue. Identifying the “real” change quickly gives the team more time and options for minimizing negative impacts and maximizing benefit. · Establishing the Project Performance Baseline is key, as it allows the Project Manager to identify and quantify the changes to the Project Plan.