MEC-2

Changes & Configuration

Outline
▪ Changes on Projects and Cost of Change (Boehm’s Curve)
▪ Change Management Models
▪ Change Management Plan (ChMP)
▪ Configuration Management Plan (CfMP)
▪ Major Ingredients of ChMP & CfMP (Change Control Board & Change Request Form)
▪ Processes producing ‘Change Request’
▪ Process Flow of ‘Change Request’
▪ Controlling Changes on Projects
▪ Change Control Board
▪ Change Request Form
Readings
▪ PMBoK-7, pages 57-59S, 90, 160-164, 185, 236-237
▪ Lecture Notes.
1

‘Change’ – Terms used in this Discourse

Change. A modification to any formally controlled Deliverable, Project Management Plan
Component, or Project Document
Change Control System. A set of procedures that describes how modifications to the project
deliverables and documentation are managed and controlled
Change Log. A comprehensive list of changes submitted during the project and their current
status
Change Request. A formal proposal to modify a document, deliverable, or baseline.Status Quo:
Current State or Condition
Cost of Change. The Financial and other Costs associated with a Change
Change Fatigue. An organisational affliction (confusion, apathy or passive resignation, stress,
even anger, etc) that when management introduces too many changes in a short period of time.
Organisational Inertness. Lack of Motivation or Energy towards the Change
Organisational Inertia. Resistance to Change

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1
 ‘Change’ – the 12th Principle of Project Management
The 12th Principle:
“Enable Change to achieve the envisioned Future State”

CHANGE Ref: PMBOK-7, p 56S

Prepare those impacted for the  Structured Approach to Change helps Individuals,
Adoption and Sustainment of Groups, and the Organization transition from the
new and different Behaviors Current State to a future Desired State.
and Processes required for the  Change can originate from Internal Influences or
transition from the Current External Sources.
State to the intended Future
State created by the Project  Enabling change can be Challenging as not all
Outcomes. Stakeholders embrace Change.
 Attempting too much change in a short time can lead
to Change Fatigue and/or Resistance.
 Stakeholder Engagement and Motivational
approaches assist in Change adoption.

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PMBOK’s Elaboration on ‘Change’

▪ Change - a must to remain “relevant” to Stakeholder Needs
▪ Change can be Internal or External
▪ Rapid Response to Changing Needs
▪ Organisation to remain Poised to adopt Changes; no inertia, no inertness
▪ Resistance to Change due to ‘Risk Aversion’ culture
▪ ‘Speed of Change’ to be compatible with Change Appetite (Tendency or Excitement
or Expectations to Change things), Cost, and ability of the Stakeholders and the
Environment to assimilate Change
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▪ Good Communication and Effective Stakeholder Engagement key to overcoming

Change Resistance and Change Fatigue
▪ Project itself is an agent of Change
▪ Change Management (or Enablement) different from Change Control

2
 PMBOK on ‘Change Management’ & ‘Change Control’
Change Management. A comprehensive,
cyclic, and structured approach for PMBOK is considering Change
transitioning individuals, groups, and Management or Organisation
organizations from a current state to a Enablement for Changes in the context of
future state with intended business Strategic Management, different from
benefits Change Control which it is considering
the tactical project management,
Change Control. A process whereby
involving Changes in Baselines,
modifications to documents,
Processes, Processes, Materials, etc, all
deliverables, or baselines associated
covered by Changes in Documentation
with the project are identified,
i.e. Configuration
documented, approved, or rejected

PMBOK devoted almost entirely to Change Management with very little on Change
Control. Focus of PMBOK on the following Change Management Models:

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▪ ADKAR Model (by Hiatt)
▪ 8-Step Model for Leading Change (by Kotter)
▪ Virginia Satir Model
▪ Transition Model (by Bridges)
▪ PMI Practice Guide Model 5

ADKAR Model (by Hiatt)

Focus on: Five sequential steps that individuals undergo when adapting to Change

Awareness Desire Knowledge Ability Reinforcement

Why Change is Team’s Desire to New Processes, Hands-on Sustainment of

necessary be part of the Systems, Roles & practice and the Change
Change and Responsibilities access to (through
Support it needed for the Expertise and Reinforcers).
Change. Done Help Includes
through Training Rewards,
& Education Recognition,
Feedback &
Measurement)

Reinforcement Theory (by Skinner): Behavior is a function of its Consequence. Reinforcers

increase the probability of future good behavior, and decrease the probability of bad behaviour.
Reinforcers can be Rewards, Penalties, Appreciations, Condemnations, etc

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 7
8-Step Model for Leading Change (by Kotter)
A Top-Down Approach; top management identifies the Need for and Approach to Change,
and then promotes it down through the hierarchy to the Change recipients
2. Form a Powerful 3. Create a Vision 4. Communicate
1. Create Urgency
Coalition for Change the Vision
Identify potential Identify the Change Identify the Values Senior Management &
threats & opportunities Leaders (Influential central to the Change, Coalition Communicate
that drive the need for people from a variety create a brief Vision and Apply the Vision
change (SWOT of Roles, Expertise, Statement throughout the
Analysis) Social, & Political summarizing the organization
importance) Change and identify a demonstrating the
Strategy to realize the Urgency & Benefits of
Vision the Change

8. Anchor the Changes 7. Build on the 6. Create Short 5. Remove

in Corporate Culture Change Term Wins Obstacles
By continuing to: Set Goals for Identify quick & easy Address outdated
Communicate the Continued Wins to build processes,
Vision, tell Success Improvement Momentum & Support Organizational
Stories, Recognize who for the Change Inertness/Inertia
Embody & Empower
the Change, and
Support the Change
Coalition

8
Virginia Satir Model … 1/3
Deals with: Project Teams Experience and Coping with the Change
Purpose: To understand Feelings of Project Teams members and Enable them to move through
Change more efficiently.

◊ Change Happens

◊
Change Happens
◊

Foreign Element. New

https://expertprogrammanagement.com/2018/10/satir-change-model/
technology, a new process,
a change in a job etc

4

Virginia Satir Model … 2/3
Stir Model in action in a dynamic organisation not suffering from Inertness or Inertia Every
Change brings in improved Performance
Performance
Change 1
9
Virginia Satir Model … 3/3
1. Late Status Quo
• State before the Change
• “Business as usual – good for
some as they know what to
expect; stale or boring or
others warranting a Change
5. New Status Quo
People get used to the new
environment; their
performance stabilizes; the new
normal way of working
10
Change 2
Time
◊ The Foreign Element &
2. Resistance
• Something shifts the Status
Quo, like a Project
introducing Change to
people’s working
• Often a period of Resistance
• Post-Change reduction in
Performance as People ignore
or dismiss the Change
4. Practice & Integration
• People try to implement their
New Ideas or behaviors
• Possibility of Trial & Error and
setbacks; eventually Success
• Performance improves,
surpassing the pre-foreign
element period
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Change 3
10
3. Chaos &
◊ The Transforming Idea
• People uncomfortable in new/
unfamiliar territory; degraded
performance; feelings, actions
& behaviors unpredictable
• Some feel anxious, others may
shut down; some excited
• Chaos can lead to creativity;
ideas/behaviours explored to
find way out of Chaos and
adopt to the new situation
• Finally, the workable Idea/
way out of the chaos and cope
with the new reality found
5
 Transition Model (by Bridges) … 1/2
• An abridged form of Virginia Satir’s Model; deals too with Psychological Effects of a
Change
• Differentiates between Change and Transition
• Change is Situational; happens whether or not people Transition through it
• Transition a psychological process where people gradually accept the details of the
new situation and Changes which come with it

NEUTRAL
ZONE
Change

(Ending, Losing, Letting Go)

https://wmbridges.com/about/what-is-transition/ 11

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Transition Model (by Bridges) … 2/2

1. Endings (Ending, 2. Neutral Zone 3. New Beginnings

Losing, Letting Go)
• Change introduced
• Fear, anger, upset,
uncertainty, denial, &
resistance to the Change
• Change happening • Change accepted &
• Possibility of frustration, embraced
resentment, confusion, & • More Adeptness at New
anxiety about the Change Skills & Ways
• Productivity may drop as • Openness to Learning
people learn new ways of • General Energization
doing work
• Creativity, Innovation and
Passion for New Ways In
other instances, people
may increase

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 PMI Practice Guide Model
An Iterative model based on common elements of other Change Management Models.
Comprises five associated elements interconnected through a series of feedback loops

Formulate Plan Implement Manage Sustain

Change Change Change Transition Change
Build the Identify Demonstrate Address needs Ensure that the
rationale to help Activities to help the future state related to the new capabilities
people people prepare capabilities, change that may continue and
understand why for the check to ensure surface once the previous
a Change is transition from the capabilities future state is processes or
needed and the current to are having the achieved behaviors cease
how the future the future state intended
state will be impact, and
better make necessary
improvements
or adaptations
in response, all
iteratively

Feedback Iterative 13
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Controlling Changes on Projects – Some Principles … 1/2

▪ Changes inevitable on projects
▪ Purpose of MEC: Minimize Changes; process, manage and control them if and when
they do occur
▪ Change is a dynamic measure; however, ‘Change’ for the sake of ‘Change’ and
unnecessary Changes must be avoided
▪ Cost of Change rises
exponentially as the
project progresses
(Boehm’s Cost of
Change Curve)

▪ Changes may be requested by any Stakeholder and may occur at any time
throughout the project Life Cycle
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Controlling Changes on Projects – Some Principles … 2/2
▪ All Changes are Reviewed and presented to the CCB if affecting on Project Plan or
Document for Approval
▪ CCB Decisions on the Changes are communicated to the concerned stakeholders
▪ Approved Changes are Configured i.e. applied on Processes, Procedures, Materials
and Documentation, through updates to Documents (also referred to as ‘Version

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Control’, particularly in software projects)
▪ There ought to be a Change Control Plan
▪ Changes Controlled throughout the Project Lifecycle
▪ Ultimate responsibility for Change Control & Configuration Management is Project
Manager’s
▪ Before the Baselines are established, Changes not required to be formally controlled
▪ Changes may be initiated verbally; however, verbal are also recorded in written form
and entered into the Change Control and/or Configuration Management System
▪ Customer or Sponsor approval may be required for certain Change Requests after
CCB approval, unless they are part of the CCB

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Change and Configuration … 1/2

 An Approved Change needs to be ‘Configured’, by incorporating the Change in the
Configuration Items: (A configuration item is any service component, infrastructure
element, or other item that needs to be managed in order to ensure the successful delivery of
services)
▪ Procedure(s) (procedure is specified way to carry out an activity or a process)
▪ Process(es) (process is a set of interrelated or interacting activities which transforms
inputs into outputs)
▪ Tools & Techniques
▪ Resources (Physical and HR)
▪ Materials
▪ Training
▪ Documentation
 All Configuration Items have a covering document which is updated to the correct
and latest ‘version’ after every Change
 Only effective Configuration Management ensures creation of correct
Deliverable(s)
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 Change and Configuration … 2/2

Change

Config Being on the

CORRECT VERSION of the
Mgt (Cfm) CORRECT DOCUMENT

Configuration Correct Correct Correct Correct

Items …etc
Process HR PR & Tools Component

HR: Human Resources

PR: Physical Resources Correct
Deliverable

CfM is all about Tracking & Controlling Changes to Configuration Items

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Change and Configuration … Example 1
Change Control Configuration Management
Focused on Identifying, documenting, and Focused on the specification of both the
approving or rejecting Changes to the Project Deliverables and the Processes
Documents, Deliverables, or Baselines.

Approved Change: ‘Pump’ concrete instead of ‘Pour’ concrete

Processing the Change in the PICC, and Reconfigure:
amending Scope, Cost and Schedule • Structural & Systems Drawings, Services
Baselines, and may be Contract Drawings & Processes, etc
• Building Materials
• Steel Modular Scaffolding instead of
Wooden Plank-Spar shuttering
• Space for Concrete Pump
• Maneuvering Area for Concrete Mixing-
cum-Transport Trucks
• No need for on-site large aggregate dumps
and cement store

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 Change and Configuration … Example 2

• What: Change
• How & Impact: Configuration
Example
• What (Change): Academic Council of Bahria University Changes the Attendance
Minima, from 75 to 80%
• How this will be done and its Impact (Configuration):
a. Academic Rules, Student Handbook, Faculty Handbook and the Attendance
Module of the Campus Management System will all be CONFIGURED with the
Change; their Versions will go one step up
b. Students and Faculty members will be informed through the University’s Mass
Communication System
c. Change displayed on the noticeboards
d. Teachers will reiterate the same Change in the class

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Manifestations of Effective Configuration Management

Effective Configuration Management ensures that:
• Correct Version of the CIs is in use by the Project Team
• Only authorized persons can make a change to the CIs
• A planned means of notifying the Stakeholders of approved Changes to CIs
• A record of Changes to CIs is kept to support Audit and Project Closure activities
• Consistent/correct Deliverable (product, service, or result of the project)

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 Processing of a Change

• PM
Identify • Sponsor Create a CR • PMP
Source of • Project Team Change Change • PDs
Change • Customer Request Log • Baselines
• Supplier

• Rejected

Yes CCB Configure

ANALYSIS • Approved the Change
• Assess Impact Any PMP
on whole Proj or PD
• Look for affected?
Options No PM • Rejected
&
PS
QA & QC
• Approved

Implement
the Change

CCB+Form
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Change Control Board (CCB)

A formally chartered group responsible for reviewing, evaluating, approving, delaying,
or rejecting changes to the project, and for recording and communicating such
decisions
▪ Roles & Responsibilities of CCB clearly defined and agreed upon by the appropriate
Stakeholders and documented in the Change Control Plan
▪ Board may include the Project Manager, the Customer, Experts, the Sponsor,
Functional Managers, and others
▪ CCB mandated/authorized to:
- Review the Change Requests and Approve, Reject, or Defer them
- Assess the impact of Changes on Schedule, Cost, Resources, or Risks
- Discuss and propose Alternatives to the Requested Changes
- Document and Communicate the Decision to the Request owner, group or the
Stakeholders for information and follow-up actions
- Review Configuration Management activities
Form
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 MEhsanSaeed 23
A Typical Change Request Form
General Details
CR # Date: Priority: HIGH/MED/LOW
Type SCOPE/SCHEDULE/COST/RESOURUCES/DELIVERABLE/QUALITY/RISKS/
COMMUNICATION/SHE/PROCESS/CONTRACT
Submitter (& his Role)
Brief Description of CR
Reason for CR
Priority
Assumptions & Notes
Initial Analysis by PM
Impact on COST
Impact on SCHEDULE
Impact on Risks
Comments
Recommendation
CCB
Decision APPROVED/CONDITIONALLY APPROVED/DEFERRED/REJECTED/RESUBMIT
Explanation
Name & Role: Signature: Date:

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Few Words on Controlling Changes to CIs

• Control over Changes to CIs ensures that each Change Request is tracked over its
Lifetime
• Change Tracking includes Tracking Number, Originator Information, Time Stamp &
Fundamental Tool/Means for Control over Changes to CIs is through a PMIS if it can
support a Full Audit Trail and reporting of Change Requests; this capability will
require the PMIS to be supplemented or augmented by the CIs database
• Focus of Control is on the Deliverable being produced
• Industrial Standards or Formal Practices frequently govern Control over CIs
• Some of the Tools/Techniques used for the purpose include:
- Communication Metrics
- Benchmarking with other projects’ processes and tools/techniques
- Verifications
- Audits

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Change Control Plan
▪ A component of the project management plan that establishes the Change Control
Board (CCB), documents the extent of its Authority, and describes how the change
control system will be implemented
▪ Suggested Contents:
o Purpose of the Change Control Plan
o Terms Used, particularly wrt Priority, Type & Status
o Change Control Procedures (how & who) … Change Control Process Flow Diagram
o Approval levels for authorizing changes (CCB, Project Sponsor, Head of PMO and
Project Manager)
o CCB, its TORs and Rules of Business (ROB)
o Organizational Tools to use to track and control Changes
o Emergency Change process

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o Change Request Form & Change Log Format (in Appendices)
o Configuration Management

Flow Diagram→CCB →Form

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Configuration Management Plan (CfMP)

▪ Configuration Management absent from PMBOK-7
▪ Configuration Management Plan defines which project artifacts need to be placed
under Configuration Control. Changes in a Configuration Item are formally
controlled and require a Change Request
▪ A CfMP, apart from Authorities, Roles, Responsibilities, & Disciplines involved,
should cover the 4-point functional framework:
1. Identification of Configuration Items (CIs), aka Controlled Items (Processes, Tools,
Methods, Physical Items, Documents, Forms & Records, whose correct version is
key to creation of the right Deliverables)
2. Giving the CIs their Identifiers (ID Code, Date Stamp, Source of Item, Format/
Version, Serialization/Lot Control)
3. Configuration Tracking & Control Processes & Procedures; aka Status Accounting
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4. Procedure/Process for Configuration Management Audits (Configuration Audit

ensures correct versions, and by that token, correct process, resources, etc)

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