The Issue and Change Control Procedure is a formal, systematic approach for capturing and handling all potential and approved changes within a PRINCE2 project. This procedure ensures that all changes to the project's baseline (scope, budget, timeline, quality criteria) are properly evaluated, approved, rejected, or deferred based on their impact. The procedure begins with capturing the issue in an Issue Register, followed by examining its impact on the project's objectives, business case, and risks. The procedure includes several steps: capturing the issue, examining the issue, proposing a resolution, deciding on the action, and implementing the solution. For minor changes, the Project Manager may have the authority to approve them, while significant changes that affect project tolerances are typically escalated to the Project Board for a decision. The effectiveness of this procedure lies in its ability to provide transparency in decision-making, maintain control over the project's direction, and ensure that all stakeholders are aware of potential changes. It also helps in maintaining a historical record of all issues raised and how they were addressed, which contributes to the lessons learned for future projects. The procedure must be scaled appropriately to the size and complexity of the project, ensuring it's neither too bureaucratic for small projects nor too simplistic for large, complex initiatives.

The Configuration Management Strategy in PRINCE2 outlines how and by whom the project's products will be controlled, protected, and tracked. This strategy is crucial as it establishes the framework for identifying, tracking, and protecting the project's products (deliverables) throughout their lifecycle. It defines the procedures for managing product versions, maintaining product integrity, and ensuring that approved products aren't inadvertently changed. The strategy addresses five key aspects: planning (how configuration management will be implemented), identification (how products will be uniquely identified), control (procedures for product handling), status accounting (tracking the state of products), and verification (ensuring products match their specifications). A robust Configuration Management Strategy ensures that all stakeholders work with the correct version of products, changes are properly controlled, and there's an accurate historical record of product development. It's especially important in complex projects with multiple interdependent products and stakeholders. The strategy should define the tools and techniques to be used, roles and responsibilities related to configuration management, the scale of control required, timing of activities, and how configuration management integrates with project procedures. When properly implemented, it provides a single source of truth about the project's products, reduces risks related to uncontrolled changes, and enhances the project's overall quality management approach.

A Change Budget in PRINCE2 is a financial provision specifically allocated to fund the implementation of requests for change and for resolving issues that might arise during the project. It's essentially a contingency fund designated for managing changes rather than for addressing general cost overruns or risks. The Change Budget is typically established at the beginning of the project and is controlled by the Project Board or the Change Authority if one has been appointed. The existence of a Change Budget acknowledges that change is inevitable in projects and provides a mechanism to handle changes without constantly revisiting the overall project budget. When a request for change is approved, the cost of implementing it can be drawn from this budget rather than requiring new funding approvals or reallocations from other project activities. This approach streamlines the change control process and can speed up decision-making. The size of the Change Budget should be proportional to the project's complexity, duration, and certainty of requirements. Projects with uncertain requirements or operating in rapidly changing environments typically benefit from larger Change Budgets. The management of this budget should be transparent, with clear reporting on its utilization and remaining funds. It's important to note that the Change Budget is different from management reserves or contingency funds, which are typically used for managing risks or unexpected cost variances within the existing scope of the project.

A Configuration Item Record (CIR) is a fundamental element within the Change Theme of PRINCE2, serving as a detailed documentation of a configuration item. Configuration items are any components that require formal control throughout a project, such as deliverables, products, equipment, or services. Each CIR contains comprehensive information about a specific item, including its description, type, purpose, version, source, owner, and relationships with other configuration items. This record maintains a history of the item's changes, current status, and location, enabling project teams to track the evolution of project components effectively. CIRs are particularly important for maintaining product integrity and traceability, as they provide a systematic approach to managing changes and ensuring that all modifications are properly authorized and documented. The Project Manager typically maintains these records, which form part of the larger Configuration Management System. Through proper maintenance of Configuration Item Records, organizations can reduce risks associated with unauthorized changes, ensure compliance with requirements, and provide accurate information for decision-making processes when changes are requested. CIRs also facilitate quality control by maintaining precise documentation of product specifications and modifications, enabling verification that products meet defined standards. In complex projects with numerous interdependent components, these records become invaluable for understanding the impact of changes on related items and for maintaining the overall system integrity.

The Issue Register is a vital management tool within the Change Theme that serves as the central repository for capturing and tracking all issues that arise throughout a project's lifecycle. An issue in PRINCE2 terminology is defined as any relevant event that has happened, was not planned, and requires management action. The register documents each issue with a unique identifier, categorizes it (as a request for change, off-specification, or problem/concern), records its description, impact, priority, and status. It maintains a chronological record of actions taken, decisions made, and resolutions implemented for each issue. The Issue Register is actively maintained by the Project Manager but is accessible to all project stakeholders, facilitating transparency and effective communication regarding project challenges. It serves multiple purposes: as an audit trail for changes, a communication tool for stakeholders, a mechanism for prioritizing issues, and a basis for analyzing trends that might indicate systemic problems within the project. Regular reviews of the Issue Register during progress meetings help ensure that issues are being addressed in a timely manner and according to their priority. When integrated with other PRINCE2 processes, particularly the risk management approach, the Issue Register becomes instrumental in proactive project management, allowing teams to respond efficiently to challenges and capitalize on opportunities that arise during project execution.

A Product Status Account is a specialized report within the Change Theme that provides a snapshot of the status of products within a project at a specific point in time. This document serves as a powerful monitoring tool that extracts and summarizes information from the Configuration Management System, presenting it in a format tailored to the needs of particular stakeholders. Product Status Accounts can be configured to show various aspects of product development, such as the current state of all products (draft, approved, handed over), products delivered to date, products scheduled for delivery in upcoming stages, or products that have undergone recent changes. The flexibility of these reports allows project managers to focus on different dimensions of product status, including development maturity, quality check results, or version control information. These accounts are particularly valuable during stage boundaries and quality reviews, providing decision-makers with accurate information about the project's deliverables. They support effective governance by enabling the Project Board to verify that products are being developed according to plan and that changes are being properly controlled. For complex projects with numerous products and interdependencies, Product Status Accounts offer a means to cut through complexity and focus on critical information needed for decision-making. They also serve as an important communication tool, providing stakeholders with transparency regarding the evolution and current state of project deliverables, thereby building confidence in the project management process.

The Change Authority is a person or group responsible for making decisions about requests for change or off-specifications. In PRINCE2, not all changes can be evaluated by the Project Board due to time constraints and the potential volume of changes. Therefore, the Project Board may delegate authority to approve or reject changes to a person or group based on defined criteria such as impact thresholds. The Change Authority operates within the tolerances set by the Project Board and provides a more efficient mechanism for handling changes without constantly involving senior management. This role is formally documented in the Communication Management Approach and ensures that changes are handled at the appropriate level within the organization. The Change Authority reviews each proposed change, assesses its impact on the project's objectives, baselines, and business case, and determines whether it should be approved, rejected, or escalated to the Project Board for decision. The effectiveness of the Change Authority depends on clear delegation criteria and well-defined procedures for evaluating changes. By having a dedicated Change Authority, projects can maintain control over changes while ensuring timely decisions that don't unnecessarily burden the Project Board. The role may be assigned to the Project Manager for smaller projects or to a specific individual or committee for larger projects with more complex change requirements.

The Change Control Approach is a document that defines the procedures, techniques, and standards to be applied for the identification, control, and management of changes to the project's baseline products. It establishes how the project will capture, assess, and act on issues that might require changes. This approach outlines the composition and responsibilities of the Change Authority, describes how configuration management will be implemented, and specifies the change budget allocation process. It includes scales for rating the severity of issues and priority levels for addressing them, along with timeframes for responses. The document also details how changes will be identified, categorized, prioritized, estimated, approved or rejected, and implemented. The Change Control Approach ensures consistency in handling changes throughout the project and is typically created during the Initiating a Project process and approved as part of the Project Initiation Documentation. It serves as a reference for all stakeholders to understand how changes are managed, providing transparency and governance. The approach should be proportionate to the project's scale and complexity, with more detailed procedures for high-risk or complex projects and simpler approaches for smaller initiatives. By establishing a clear Change Control Approach, a project can maintain stability while adapting to necessary changes in a controlled manner.

Configuration Management is a discipline that provides control over a project's products and components through identifying, tracking, and protecting the project's configuration items throughout their lifecycle. It ensures that only approved and tested products are built and delivered, maintaining the integrity of the project's outputs. Configuration Management involves five key activities: planning (how it will be implemented), identification (determining which products should be placed under configuration control), control (ensuring changes happen through formal procedures), status accounting (reporting on all current and historical versions), and verification (confirming products are where they should be and contain what they should contain). This discipline helps prevent unauthorized changes, ensures everyone is working with correct versions of products, and provides a clear audit trail of changes. Configuration Management supports the Change Theme by providing the foundation for change control—without knowing what you have, you cannot control changes to it. It establishes a baseline of products against which changes can be assessed and implemented. In PRINCE2, Configuration Management is outlined in the Configuration Management Strategy, which defines how products will be stored, retrieved, and controlled. Effective Configuration Management is essential for maintaining quality, reducing errors from using incorrect versions, and supporting efficient impact analysis when changes are proposed.