In PRINCE2 7, the Change Control Process is a fundamental aspect of the Issue Management practice. Its purpose is to ensure that all changes to the project's baselines—whether they are Requests for Change (RFCs), Off-Specifications, or general Problems/Concerns—are assessed and approved in a contro…In PRINCE2 7, the Change Control Process is a fundamental aspect of the Issue Management practice. Its purpose is to ensure that all changes to the project's baselines—whether they are Requests for Change (RFCs), Off-Specifications, or general Problems/Concerns—are assessed and approved in a controlled manner, preventing uncontrolled scope creep.
The process follows a systematic cycle:
1. **Capture**: The issue is identified and formally recorded in the Issue Register. Early capture ensures visibility and prevents informal, unapproved work.
2. **Assess**: The Project Manager and relevant specialists perform an impact analysis. They evaluate how the issue affects the project's six performance targets: time, cost, quality, scope, benefits, and risk. This step determines the severity of the issue and its potential impact on the Business Case.
3. **Propose**: Based on the analysis, options are generated (e.g., accept, reject, defer, or workaround). The Project Manager recommends a specific course of action that aligns best with the project's objectives.
4. **Decide**: The appropriate authority makes the decision. Minor changes within work package tolerance may be decided by the Project Manager, while significant changes are escalated to the Project Board or a delegated Change Authority. A Change Budget allows the Change Authority to fund changes without constantly seeking new corporate funds.
5. **Implement**: Once approved, the necessary plans and Product Descriptions are updated (re-baselined), and Corrective Actions are issued via Work Packages to the teams.
This structured approach ensures that the project remains desirable, viable, and achievable despite the inevitability of change.
Guide: Change Control Process (PRINCE2 Practitioner v7)
Why is it Important? In any project, change is inevitable. However, uncontrolled change leads to 'scope creep,' budget overruns, and delays. The Change Control Process is crucial because it provides a mechanism to capture and assess potential changes to the project's baselined products. It ensures that changes are only implemented if they are beneficial, affordable, and approved by the correct authority, maintaining the stability of the project's Business Case.
What is it? The Change Control Process is the core procedure within the PRINCE2 Issues Practice. It is the formal method used to manage Issues, which include Requests for Change (RFCs), Off-specifications, and Problems/Concerns. It acts as a filter, ensuring that resources are not wasted on unauthorized work and that the Project Board (or Change Authority) retains control over the project's direction.
How it Works PRINCE2 v7 defines a systematic approach to handling issues and changes: 1. Capture: The issue is identified and recorded in the Issue Register. An initial analysis determines the type of issue (RFC, Off-specification, or Problem/Concern) and its priority. 2. Assess: The Project Manager (usually with support from the team) performs an impact analysis. This checks the effect of the change on the project's performance targets (Time, Cost, Quality, Scope, Benefits, and Risk) and, crucially, the Business Case. 3. Propose: Based on the assessment, options are evaluated (e.g., Accept, Reject, Defer, or Request More Information). The best option is recommended. 4. Decide: The decision is made by the relevant authority. This could be the Project Manager (if within tolerance), the Change Authority (if a Change Budget exists), or the Project Board. 5. Implement: Corrective actions are taken. This involves updating plans, modifying work packages, and updating the Issue Register to 'Closed' once completed.
Exam Tips: Answering Questions on Change Control Process When facing Practitioner scenario questions, keep these specific tips in mind:
1. Identify the Authority Always check the scenario to see if a Change Authority has been appointed and if a Change Budget has been allocated. If the cost of a change is less than the remaining Change Budget, the Change Authority makes the decision, not the Project Board. If the change exceeds the budget or tolerances, it escalates to the Project Board (or Corporate if project tolerances are breached).
2. Follow the Sequence Many questions ask, "What should the Project Manager do next?" You must identify where you are in the 5-step process. If the issue was just raised (Capture), the next step is Assess (Impact Analysis), not 'Implement' immediately.
3. Differentiate Issue Types Ensure you can distinguish between a Request for Change (asking for something new) and an Off-specification (something is missing or wrong against the baseline). The handling might be similar, but the definition matters for 'Select the correct assertion' questions.
4. Assess Impact on the Business Case The 'correct' answer often involves checking the Business Case. Even if a change is easy to implement, if it negatively impacts the project's justification, it should likely be rejected.