8.8 Change Control

Project Management Professional PMP

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1 Chapter 1: Introduction & Fundamentals

1.1 About the PMP Exam 1.2 What is a Project? 1.3 Project, Program & Portfolio Management 1.4 The Project Manager Role 1.5 PMBOK 7 Principles Overview 1.6 Performance Domains Overview 1.7 What Changed in the July 2026 PMP Exam

2 Chapter 2: People Domain Part 1

2.1 Managing Conflict 2.2 Leading a Team 2.3 Supporting Team Performance 2.4 Empowering Team Members 2.5 Training & Development 2.6 Building a Team 2.7 Removing Impediments

3 Chapter 3: People Domain Part 2

3.1 Negotiating Project Agreements 3.2 Collaborating with Stakeholders 3.3 Building Shared Understanding 3.4 Engaging Virtual Teams 3.5 Defining Team Ground Rules 3.6 Mentoring Stakeholders 3.7 Emotional Intelligence

4 Chapter 4: Process Domain - Planning

4.1 Determining Project Methodology 4.2 Integrating Project Planning 4.3 Planning & Managing Scope 4.4 Planning & Managing Schedule 4.5 Planning & Managing Budget 4.6 Planning & Managing Quality 4.7 Planning & Managing Resources 4.8 Planning & Managing Procurement

5 Chapter 5: Process Domain - Execution & Control

5.1 Executing with Urgency for Value 5.2 Managing Communications 5.3 Assessing & Managing Risks 5.4 Engaging Stakeholders 5.5 Managing Project Changes 5.6 Establishing Project Governance 5.7 Managing Project Issues 5.8 Managing Project Artifacts 5.9 Knowledge Transfer & Closure

6 Chapter 6: Business Environment Domain

6.1 Planning & Managing Compliance 6.2 Evaluating & Delivering Benefits 6.3 External Environment Changes 6.4 Supporting Organizational Change

7 Chapter 7: Agile & Hybrid Approaches

7.1 Agile Mindset & Values 7.2 Scrum Framework 7.3 Kanban & Lean 7.4 Extreme Programming (XP) 7.5 Hybrid Project Management 7.6 Agile Planning & Estimation 7.7 Agile Metrics & Tools

8 Chapter 8: Predictive (Waterfall) Approaches

8.1 Predictive Lifecycle 8.2 Scope Management 8.3 Schedule Management 8.4 Cost Management 8.5 Quality Management 8.6 Risk Management Process 8.7 Procurement & Contracts 8.8 Change Control

Free exam prep PMP Project Management Professional Practice Questions 250 questions Study Guide 57 topics Cheat Sheet 62 facts Flashcards 50 cards

8.8 Change Control

Key Takeaways Explain This Topic AI

Perform Integrated Change Control is the process of reviewing all change requests, approving changes, and managing changes to baselines

The Change Control Board (CCB) is a formally constituted group responsible for reviewing, evaluating, and approving or rejecting changes

All change requests must be documented in the Change Log and processed through formal change control procedures

Approved changes update the project management plan baselines; rejected changes are documented with rationale

Configuration Management ensures that changes to work products are properly identified, documented, and controlled Last updated: January 2026

Change control is the process of reviewing, approving, and managing changes to the project. In predictive projects, baselines are established during planning, and any modifications require formal approval through integrated change control. Understanding Change in Projects Change is inevitable in projects, but uncontrolled change leads to scope creep, budget overruns, and schedule delays. Effective change control provides structure for evaluating and implementing necessary changes while protecting project baselines. Types of Changes

Change Type Description Corrective Action Realigns project performance with the project management plan Preventive Action Ensures future project performance aligns with the plan Defect Repair Modifies a product or component to address a defect Update Changes to formally controlled documents or plans Perform Integrated Change Control Perform Integrated Change Control is the process of reviewing all change requests, approving changes and managing changes to deliverables, project documents, and the project management plan. Key Characteristics

Aspect Description Scope Applies to ALL changes, regardless of source Timing Performed throughout the project lifecycle Authority Decisions made by CCB or project manager Documentation Every request documented and tracked Process Flow

Step Activity Output 1 Change request is submitted Documented change request 2 Change is logged in Change Log Updated Change Log 3 Impact analysis is performed Impact assessment 4 CCB reviews and decides Approved/Rejected/Deferred 5 Decision is communicated Updated status 6 Approved changes are implemented Updated baselines Change Control Board (CCB) The Change Control Board is a formally constituted group responsible for reviewing, evaluating, and approving/rejecting changes. CCB Composition

Role Responsibility Project Sponsor Strategic decisions, major changes Project Manager Day-to-day decisions, presents recommendations Key Stakeholders Represent their areas of interest Subject Matter Experts Provide technical input Customer Representative Represents customer requirements CCB Decision Options

Decision Meaning Approved Change will be implemented Rejected Change will not be implemented Deferred Decision postponed pending more information Partially Approved Modified version of change approved CCB Authority Levels The Change Management Plan defines CCB composition and authority:

Change Impact Decision Authority Minor (< 5 days, < $10K) Project Manager alone Moderate (5-15 days, $10K-$50K) Project Manager + Sponsor Major (> 15 days, > $50K) Full CCB Strategic Steering Committee Impact Assessment Before any change is approved, a thorough impact assessment must be conducted: Areas to Assess

Area Impact Questions Scope Does this change what we're delivering? Schedule Will this affect the timeline? Cost What is the budget impact? Quality Will quality standards be affected? Risk Are new risks introduced? Resources Are additional resources needed? Stakeholders Who is affected by this change? Contracts Does this affect vendor agreements? Impact Analysis Steps Document the change request — Clear description of what is requested Identify affected baselines — Which baselines will be modified Assess impact on each baseline — Quantify schedule, cost, scope effects Identify secondary effects — Ripple effects on other areas Evaluate alternatives — Consider different ways to address the need Recommend action — Provide recommendation to CCB Change Log The Change Log is the document that tracks all change requests throughout the project: Change Log Contents

Field Description Change ID Unique identifier Date Submitted When request was received Submitted By Person requesting change Description Detailed description of change Category Scope, schedule, cost, quality, etc. Impact Assessment Summary of analyzed impacts Priority Urgency of the change Status Pending, Approved, Rejected, Deferred Decision Date When decision was made Decision By CCB or PM Implementation Date When change was implemented Configuration Management Configuration Management ensures that changes to work products are properly identified, documented, and controlled. Configuration Management Activities

Activity Purpose Identification Uniquely identify all project items Status Accounting Track status of all configuration items Verification and Audit Ensure configuration items are complete and accurate Control Manage changes to configuration items Configuration Management vs. Change Management

Aspect Configuration Management Change Management Focus What (products, documents) How (process, approval) Purpose Maintain accurate record of items Control modifications Scope Version control, naming conventions Request, review, approve Configuration Management Plan The plan defines: Naming conventions for documents and deliverables Version control system and procedures Document storage and retrieval methods Review and approval requirements Tools to be used Baseline Updates When changes are approved, affected baselines must be updated: Baseline Change Process

Step Activity 1 Approved change documented 2 Affected baseline(s) identified 3 Baseline updated to reflect change 4 New baseline version recorded 5 Stakeholders notified of update 6 Old baseline archived Common Baseline Updates

Baseline Change Examples Scope Baseline New deliverables, modified WBS Schedule Baseline New activities, changed dates Cost Baseline Budget adjustments, new estimates Emergency Changes Some changes cannot wait for formal CCB review: Emergency Change Criteria Immediate action required to prevent harm Critical defect affecting operations Safety or security concern Legal or regulatory requirement Emergency Change Process Implement — Take immediate action Document — Record what was done and why Report — Notify CCB as soon as possible Formalize — Retrospectively approve the change Update — Modify baselines and documentation Key Takeaways Integrated Change Control reviews ALL change requests formally The CCB is a formally constituted group that approves or rejects changes All changes must be documented in the Change Log Impact assessment evaluates effects across all project constraints Configuration Management maintains version control of project items Approved changes update baselines; rejected changes are documented with rationale Emergency changes may be implemented before CCB approval but must be formalized afterward

Loading diagram... Change Control Process Flow

Test Your Knowledge

What is the primary purpose of the Change Control Board (CCB)?

To implement approved changes as quickly as possible

To review, evaluate, and approve or reject change requests

To prevent any changes from being made to the project

To create the initial project baselines Check Answer Need a hint? AI

Test Your Knowledge

A stakeholder requests a change that will add $50,000 to the project budget and extend the schedule by 3 weeks. What should the project manager do FIRST?

Reject the change because it exceeds budget and schedule

Implement the change immediately since the stakeholder requested it

Document the change request and conduct an impact assessment

Escalate the request directly to the project sponsor Check Answer Need a hint? AI

Test Your Knowledge

What is the difference between Configuration Management and Change Management?

They are the same thing with different names

Configuration Management focuses on WHAT (products), Change Management focuses on HOW (process)

Change Management is only for scope changes, Configuration Management is for all other changes

Configuration Management is only used in agile projects Check Answer Need a hint? AI

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