. Identify change ‘Changes can come [rom the project manager, es 4 Fesult Ol Measuring against the performance measurement baseline, or from the sponsor, the team, management, the customer, of other stakeholders. The project manager should be actively looking for changes fram all these sources, because discovering a change carly will decrease the invpact of the change. . Look at the impact of the change within the knowledge area If it is.a scope change, how will it affect the rest of the scope of the project? If it is.a time change, how will it affect the rest of the schedule for the project? . Create a change request Changes can be made to the product scope, any part of the project management plan, the contract, charter, statement of work, policies and procedures, or even the performance measurement baseline. The process of making a change should follow the change management plan. . Perform integrated change control How will the change affect all the other project constraints? a. Assess the change Does the change fall within the project charter? If not, it should not be a change to your project; it may be an entirely different project. Wait! Did you catch that? Many project managers have never really thought about this, Is the change beneficial to the project? Is it needed? If the answer to any of these questions is no, the change should not be approved. Also note that any change that already had a reserve created for it (a previously identified risk event) would be accounted for in the project management plan as part of risk management efforts, and should be handled as part of Direct and Manage Project Work rather than integrated change control. b. Look for options Options include actions to decrease threats further, increase opportunities, compress the schedule through crashing or fast tracking, change how the work is performed, adjust quality, or cut scope so that the effect of the change will be minimized, Be careful—it is not wise to decrease the impact of every change. In doing so, the project manager could decrease the overall probability of success on the project. Sometimes an additional two weeks' worth of scope added to the project should receive a two-week extension of time to the project, if the work occurs on the critical path. (See the Time Management chapter for a discussion of the critical path.) c. The change is approved or rejected Again, the projectrmanager may be able to approve many changes. But those that affect the project management pan; baselines, charter, aparoanmuslal sieoler apad 4a en Sina rhancecantmbhoard The approved changes are then