Activity Status Management Report

Worksheet 35. Activity Status Management Report

Activity Critical

Projected Issue # Path?

Completion Date

Scope Change Control Plan * Project scope management describes the processes required to ensure that the project

includes all the work required and only the work required to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control (Duncan, 1996, page 6). This section of The Six Sigma Project Planner addresses scope change control; the other subjects addressed by scope management are covered in earlier sections of the Planner.

The scope change control plan addresses how scope changes will be identified, classified, and integrated into the project. Scope change almost always involves either scope creep (the tendency for a project’s scope to grow beyond the original scope) or scope drift (the tendency for a project’s scope to change unintentionally over time). Scope creep diverts resources from the project’s authorized scope. Both scope creep and scope drift create a lack of focus on the project’s authorized goals and deliverables. These are serious issues for the project team; project failure due to poor scope change control is very common.

Inputs to the scope change control plan include: • Project charter (pp. 2-3) • WBS (p. 29) • Issues lists (Appendix, p. 200, Worksheet 71) • Quality plan items (p. 80) • Budget reports (pp. 84-85) • Project schedule (p. 49) • Change requests (p. 206)

The team should review the above documents before creating the scope change control plan. The outputs of this activity are the scope change control plan, scope change reports, and corrective action. The change control plan should include periodic review of activity audit reports, issues lists, performance reports (quality, cost, and schedule), and change requests.

Change Control System The Project Management Body of Knowledge defines a change control system as:

“A collection of formal, documented procedures that defines the steps by which official project documents may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.”

In developing change control systems, project teams are advised to look to their organization’s own policies and procedures for guidance. Nearly all but the smallest organizations have systems in place for ensuring that policy and procedure changes are

* Part of the official project plan.

viewed and approved by the proper personnel. Product configuration and drawing change control systems are virtually universal in manufacturing organizations and project teams may find a complete system, or at least a good template, in their organization’s quality manual. Documented and implemented change control systems are an ISO 9000 requirement.

Elements of Change Control Systems For those who do not have access to a documented change control system, here’s a

checklist that can be used to develop a simple system.

• As a general rule, the project team should develop the least restrictive system that will

ensure proper control of the project’s major documents. For many Six Sigma projects, this will be a very simple and straightforward system.

• Identify the control point—a key individual who will be the custodian of the official version of the official project plan. This person will have password-

protected access to any electronic master documents. • How are change requests submitted? Which forms are to be used? To whom are

they submitted for approval? • Change requests should always include a “reason for change” section.

Information from this section should be reviewed periodically to identify systemic problems and opportunities for improvement.

• What will ensure that change requests are considered in a timely fashion? • How will the requestor be notified of the disposition of his or her change

requests? • The team should review the planner and list those documents in the planner that

will be subject to formal change control. Include only those documents for which change control is truly necessary. (Note: Items in the Planner marked with an * are generally considered to be part of the official project plan and candidates for change control.)

• For each controlled document, identify which members of the organization and/or the project team will have the authority to approve a change.

• In very specific terms, describe how changes will be incorporated into the official plan. For example, are changes to be made to master documents using a particular word processor? Is a special font used to denote changes?

• How will changes be officially incorporated into the master documents? • How and to whom will revisions be communicated? • If multiple approvals are required, how is the change to be routed for approval?

Is a single document to be sent sequentially or will multiple review copies go out simultaneously? How will comments from multiple reviewers be integrated into the master document?

• It is recommended that, if possible, the team have a single, read-only official

electronic copy and all paper copies be considered “reference only.” This should

be so noted on printouts. Printouts should also bear the date and time printed and revision information.

• If paper copies are used, what will be done to ensure that obsolete documents are removed from use?