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!"ange #anagement Plan
Your Organization Name
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!"ange #anagement Plan
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Version: 0.1
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Your Organization Name
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Your Proect Name
!"ange #anagement Plan
Revision History
Version # Release Notes Issue Date
%.& Initial 'raft
Approval Signatures
Project (ponsor) *ame (ignature) +++++++++++++++++++++
Project ,anager) *ame (ignature) +++++++++++++++++++++
-lient .epresentative) *ame (ignature) +++++++++++++++++++++
/uality "ssurance) *ame (ignature) +++++++++++++++++++++
"uthor) *ame (ignature) +++++++++++++++++++++
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Instructions to the Author of this Document
Text in light blue italics, such as this paragraph, contains instructions and information
that is intended to give you guidance on what to insert as content. It is not meant to be
part of the content itself. Delete the italicized lines before submitting the deliverable as
final. Non-italicized text may be used verbatim at your discretion.
The deliverable author is to complete each section with the reuired information, as
instructed in the italicized text.
The cover page graphics, color motifs, and header and footer layouts are provided for
convenience! they are fully editable. It is recommended that you insert your logo, if
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replace our IT#ro$ectTemplates graphic on the page headers with your own, or delete
the insertion.
%emove this page before submitting your final version of this deliverable.
Version: 0.1
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Your Organization Name
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Your Proect Name
!"ange #anagement Plan
Table of ontents
Intro!uction
hange "anagement #vervie$
hange "anagement Proce!ures
Scope hange "anagement
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Introduction
$%$ Purpose
The purpose of this -hange ,anagement Plan is to set out the methods and
procedures to handle all changes affecting this projects)
.esources, costs, and timing as set out in the Project Plan
'eliverable, product and process /uality
&hanges in Product 'cope are drawn from the sources identified in section (.) and
follow the specified &hange %euest path through &hange *anagement. 'uch
changes also affect #ro$ect 'cope, but are typically value-added and usually result
in an increase in scope.
&hanges in Project 'cope are drawn from problems, issues, or executive decisions
involving +ey pro$ect dimensions, specifically time, cost, and,or uality. 'uch
changes usually result in a decrease in 'cope to accommodate changes in the
pro$ect-s duration, budget, or uality demands.
$%& 'udience
This -hange ,anagement Plan is intended for the Project $oard, !ey sta!eholders,
and the core project team.
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Your Organization Name
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Your Proect Name
!"ange #anagement Plan
!"ange #anagement Overvie(
The following sub-sections contain boilerplate text. .se it as is, or modify it to suit your
pro$ect situation.
$%) !"ange #anagement 'pproac"
This -hange ,anagement Plan employs an industry standard cyclical approach to)
0nsure standardized methods, processes and procedures are used for all
project changes
1acilitate efficient and prompt handling of all changes
,aintain a proper balance between the benefits of change and the detrimental
impact of change on the Project Plan.
$%* !"ange #anagement !ycle
The -hange ,anagement -ycle is comprised of the following events)
.aise and record -hange .equest 2-.3
"ssess impact and value of change
Present assessment results and obtain approval
Implement change and re4baseline plan
-lose -.
The diagram on the net page represents the flow of change management events.
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$%+ ,ources o- !"ange
"ll project changes must enter the -hange ,anagement cycle in the format of a
-hange .equest. 5egitimate changes to the product6project may stem from)
.esponses to problems internal to the project
0ternally imposed requirements
-hange in business requirements or strategy
Proactive changes to improve performance or benefit
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Your Proect Name
!"ange #anagement Plan
$%. Roles and Responsibilities
The following list outlines the !ey responsibilities of personnel involved in the
-hange ,anagement process)
Project ,anager 4 assigned full responsibility for facilitating or eecuting the
change management process to officially provide new requirements, scope,
schedule and resources
Project (ponsor 7 responsible for reviewing, authorizing and funding changes
Project -oordinator 7 assists with estimating and scheduling change against
eisting baseline
-onfiguration ,anager6-hange ,anager 7 accept, log and trac! -.s
-hange "dvisory $oard 7 comprised of (ponsor, Technical and 8ser
representatives, responsible for accepting or rejecting -. implementation
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!"ange #anagement Plan
!"ange #anagement Procedures
The following sub-sections contain boilerplate text. .se it as is, or modify it to suit your
pro$ect situation.
$%/ Raise !"ange Re0uest
The change initiator communicates the details of the change to any project authority,
such as the Project ,anager, Project (ponsor, or any other member of the -hange
"dvisory $oard or Project $oard. This constitutes the initial informal change
communication. "t this point, the project authority may direct the initiator to prepare
a -hange .equest, or that duty may be delegated to the Project ,anager or -hange
,anager 2if one eists for the project3.
9nce the details of the change have been recorded on a -hange .equest form, it is
submitted to the -onfiguration ,anager or -hange ,anager to log into the -hange
5og.
$%1 'sses !"ange Re0uest
The -hange .equest is escalated to the project core team for evaluation. " high
level assessment is first performed by the Project ,anager to determine if the -. is
of sufficient magnitude to require independent funding for detailed assessment. If
so, the Project ,anager requests additional funding to carry out the etra
assessment tas!s.
The -. is assessed for its impact on the project plan 2resources, costs and
schedule3 by the Project ,anager and Project -oordinator. " separate timeline is
built for later incorporation into the master plan, if and when the -. is approved.
The Project ,anager completes a brief $usiness -ase with the assistance of the
Project $oard members 2technical and user representatives3.
$%2 'pprove3Reect !"ange Re0uest
The results of the -. assessment are presented to the -hange "dvisory $oard
and6or the Project $oard. $ased on the value judgment passed on the -., it is
accepted or rejected. If accepted, sign4off represents a new agreement on the
updated Project Plan. The new timeline, (cope, costs and schedule are baselined.
$%$4 Implement !"ange
The new wor! required by the change is underta!en and completed according to the
new Project Plan. (uccess criteria or testing for the change are applied to the -.
wor!. -ompletion is assessed at the appropriate milestone.
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!"ange #anagement Plan
$%$$ !lose !"ange Re0uest
1ollowing successful implementation and testing of the -. wor!, the -onfiguration
,anager ma!es a closing entry in the -hange ,anagement 5og.
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!"ange #anagement Plan
,cope !"ange #anagement
$%$& ,cope !"ange !ategories
/and more detail follows. 'ee the &hange *anagement #lan under the #ro$ect
*anagement document listings for the complete deliverable.
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