In PRINCE2 7, delegating authority for changes is a fundamental aspect of the Issues practice that enables efficient project governance while maintaining appropriate control levels. This delegation establishes clear boundaries for decision-making across different management levels within the projec…In PRINCE2 7, delegating authority for changes is a fundamental aspect of the Issues practice that enables efficient project governance while maintaining appropriate control levels. This delegation establishes clear boundaries for decision-making across different management levels within the project hierarchy.
The Project Board holds ultimate authority for approving changes but recognizes that involving them in every minor change would be inefficient and could delay project progress. Therefore, they establish change authority limits that define who can approve different types of changes based on their impact and cost.
Change authority can be delegated to several levels. The Project Board may retain authority for high-impact changes that significantly affect the business case, major scope alterations, or changes exceeding defined cost thresholds. The Project Manager typically receives authority to approve changes within specified tolerances, usually covering moderate impacts to time, cost, or scope that remain within stage boundaries.
For smaller changes, authority may be delegated further to Team Managers or even a dedicated Change Authority role. This person or group handles routine changes that fall within predefined parameters, ensuring quick decisions for low-risk modifications.
The change budget is a key mechanism supporting this delegation. The Project Board allocates funds specifically for approved changes, and different authority levels have access to portions of this budget corresponding to their decision-making scope.
Clear documentation of these delegation levels appears in the Change Control Approach, which defines thresholds, approval routes, and escalation procedures. This ensures everyone understands their authority boundaries and knows when to escalate decisions to higher levels.
Effective delegation balances two competing needs: maintaining control over significant changes while avoiding bureaucratic bottlenecks for minor modifications. This approach keeps projects moving efficiently while ensuring appropriate oversight of decisions that could materially impact project success.
Delegating Authority for Changes in PRINCE2 Foundation V7
Why is Delegating Authority for Changes Important?
Delegating authority for changes is a critical aspect of the Issues practice in PRINCE2 because it enables efficient decision-making and prevents bottlenecks. If every change request had to escalate to the Project Board, projects would experience significant delays. By establishing clear delegation levels, organizations can respond to changes quickly while maintaining appropriate governance and control.
What is Delegating Authority for Changes?
Delegating authority for changes refers to the process of assigning decision-making power for approving or rejecting change requests to specific roles within the project. This delegation is typically defined in the Change Control Approach, which is part of the Project Initiation Documentation (PID).
The key principle is that the Project Board retains ultimate authority but can delegate certain decisions to: - Change Authority: A person or group given responsibility to approve changes within defined limits - Project Manager: May be authorized to approve minor changes - Project Board: Retains authority for significant changes outside delegated limits
How Does It Work?
1. Establish Tolerance Levels: The Project Board defines tolerances for time, cost, scope, quality, benefits, and risk within which changes can be approved at lower levels.
2. Define the Change Authority: This could be a single person, a group (like a Change Advisory Board), or the Project Manager themselves for smaller projects.
3. Set Change Budget: A specific budget may be allocated for the Change Authority to use when approving changes, preventing the need to request additional funds for each change.
4. Document in Change Control Approach: All delegation rules, limits, and procedures are recorded so everyone understands who can approve what.
5. Escalate When Necessary: If a change exceeds the delegated authority's limits, it must be escalated to the Project Board for decision.
Key Roles in Change Authority Delegation:
- Project Board: Sets the delegation limits and retains authority for major decisions - Change Authority: Approves changes within their defined limits - Project Manager: Assesses change requests and presents them to the appropriate authority - Project Support: May assist with maintaining change records and configuration management
Exam Tips: Answering Questions on Delegating Authority for Changes
1. Remember the hierarchy: Project Board delegates to Change Authority, who works within defined tolerances. Authority flows downward but accountability remains with the Board.
2. Know the Change Budget concept: This is money set aside specifically for the Change Authority to approve changes, separate from the main project budget.
3. Understand that delegation is optional: The Project Board can choose to retain all change authority themselves, particularly on smaller or high-risk projects.
4. Focus on tolerances: Questions often test whether you understand that delegated authority operates within specific limits defined by the Project Board.
5. Link to the Change Control Approach: This document captures how change authority is delegated, so if asked where delegation is defined, this is your answer.
6. Watch for scenarios: Exam questions may present a situation where a change exceeds certain limits - recognize when escalation to the Project Board is required.
7. Remember the purpose: Delegation exists to speed up decision-making and reduce the burden on the Project Board while maintaining control.
8. Senior Supplier or Senior User as Change Authority: In some cases, a member of the Project Board may take on the Change Authority role for specific types of changes related to their area of expertise.