[NEW: Change Request Flow (PMP) - PMBOK 6th Edition (Link)]
In every session with PMP® Aspirants, I give emphasis on the Flow of Change Requests. PMBOK® 5th edition does not explicitly inform on Change Requests (or simply CRs) flow in various Knowledge Areas in the 5 Process Groups - in a combined way. However, in each of the 47 process area the flow for various inputs and outputs, including change requests, are shown. Nevertheless, if I take all the control and executing process areas in which CRs are acting as Inputs and/or Outputs (part of ITTO - Inputs, Tools and Techniques, Outputs), it will complicate the understanding.
It is best to simplify the approach to have an easy and quick understanding on PMBOK’s approach to CR Flow. In the below diagram, the key processes from "Integration Management" knowledge area are shown along with one process from "Quality Management" knowledge area. CRs coming from other control and executing processes from rest of the 8 knowledge areas are simply shown as inputs to "Perform Integrated Change Control" (PICC) process of "Integration Management" knowledge area.
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| Overall Change Request Flow |
As shown above, various control process areas such as "Control Scope", "Validate Scope", "Control Schedule", "Control Costs", "Control Communications", "Control Procurements" - all will have Change Requests as their outputs. All of these are fed to PICC process of Integration Management, from where the "Approved Change Requests" will be coming as output.
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| Process, Knowledge Area and Process Group Participating in CR Flow |
The cross process group, cross knowledge knowledge area flow diagram for change request is as shown below, using Microsoft Visio. Individual processes are shown in their respective knowledge areas and process groups. The various forms on change requests are shown as inputs or outputs and are color coded.
Having shown the diagrams and table representing processes in the respective 10 knowledge areas and 5 process groups, there are 10 key points to note.
10 Key Points to Understand Change Request Flow:
- Change Requests can be of these types – “Preventive Action”, “Corrective Action”, “Defect Repair”, and “Updates”.
- No Change Requests are created in any process/process area (out of 47) under “Initiating Process Group”, “Planning Process Group” or “Closing Process Group” (barring an exception).
- All Control Processes (all of them), e.g., Control Scope, Control Schedule, Control Costs, Control Risks, will generate “Change Requests”. Most of the Executing processes will also have change requests as outputs.
- All these “Change Requests” will be fed to “Perform Integrated Change Control” process to have “Approved Change Requests” as outputs.
- Changed Requests are approved by the “Change Control Board” (or Customer Control Board), operating under "Perform Integrated Change Control" process of Integration Management.
- All “Approved Change Requests” have to be executed so that they are part of the Product/Service/Result and hence fed to “Direct and Manage Project Work” process in Integration Management in Executing Process Group.
- During Execution, further Changes and/or new Change Requests are likely and hence it also will result in Change Requests, which will be again fed into “Perform Integrated Change Control” and follow Step – 4 and 5.
- All “Approved Change Requests” are also fed to “Control Quality” process in Quality Management as “Approved Change Requests” are not only to be executed, but also have to be Quality Tested.
- “Approved Change Requests” coming out of Control Quality process are known as “Validated Changes”.
- All “Validated Changes” are fed into “Monitor and Control Project Work” process so that the changes that are validated are monitored for some time before finally accepted. During Monitor and Control, new CRs are likely too! Hence, they will be again fed into PICC.
There are few other processes where Change Requests/Approved Change Requests are part of ITTO. However,from PMP exam perspective, you need to understand the above simple points to be able to answer many questions.
Update (9th Nov, 2014): Title changed to "Change Request Flow" in place of "Life Cycle" as Life Cycle gives a different meaning.
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Great explanation that is also complies with PMBOK 5th Edition! Thanks a lot!
ReplyDelete
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1. Plan your day using time management techniques
As a project manager, time management skills are essential because you are dealing with a wide range of tasks that demand a quick turnaround time. Planning your day will go a long way in keeping you organized and increasing your productivity. Assist your task planning by using project management software which helps you track the work of you and your team.
If you are not very tech savvy, a simple to-do list can also be a great organizational tool. Prioritize your most important tasks by putting them at the top of the list and less important ones at the bottom. Having a visual plan of your daily tasks helps to keep you on track and aware of time.
Related post: Free ebook 104 secrets to become a great project manager
2. Include stakeholders in important project conversations
While you will have plenty of responsibilities regarding the project, don’t neglect your clients.
Good communication is essential is keeping both parties informed of project progression, curtailing scope creep, and apprised of changing requirements. Some clients may have different expectations when it comes to communication, so make sure to establish the frequency and type of communication (like emails, phone calls, and face-to-face conversations) at the beginning of your project.
Establishing communication expectations early helps alleviate stakeholder uncertainty about communication frequency and delivery.
3. Regularly communicate with your team
Daily team communication helps keep misunderstandings and unclear requirements under control. Keeping your team informed in every step of the project is essential to project management success.
For example, a study published by Procedia Technology found that good communication skills were the cornerstone of project management. The study examined over 300 “construction project managers, architects, construction managers, engineers and quantity surveyors” and their successes and failures on various construction projects.
4. Anticipate project setbacks
Even the best-laid plans often go awry.
Remember that even with a high amount of planning and attention to detail, your project may still encounter some challenges. Pay attention to complaints from stakeholders or colleagues, and other warning signs, like a missed deadline or cost overrun, that there may be a problem.
Preventing a crisis will keep your project running smoothly, save you a lot of time, and keep you, your team, and your stakeholders confident in progressing with the project.
Unfortunately not every complication can be avoided. Crisis management skills are essential for dealing with the unexpected. Project managers need to be flexible and pragmatic. Improvise and make sharp decisions when needed.
Related post: 92 free project management templates
5. Stay focused on the details
A common problem project managers encounter is having the project aims not aligned with the organization’s objectives. A great project manager will strategize a plan for the project to lead back to the overall success of the business.
Know your project’s scope by heart and avoid wandering outside of the project’s requirements. It’s too easy to get lost in minor details and forget what your focus is, so a well-planned project scope is essential for success.
And final, you should use KPI to measure effectiveness of the project, here are full list: 76 project management KPIs
I was searching Google for a better understanding of validated changes in preparation for my PMP exam. Your flow greatly helped in my understanding, and I had not noticed the coomon thread of where the change requests were initiated prior to reading your article. This will greatly assist me, not only in passing the exam (hopefully) but also in my future work as a PM. Thank you very much.
ReplyDeleteHi, should the following statement in point #3 be modified? "Most of the Executing process groups will also have change requests as outputs". I believe it should be executing processes and not executing process groups.
ReplyDeleteThat's Correct. Has modified it. Thank you.
DeleteThank you sir :)
DeleteThanks a lot. That is very very useful guide, and easy to be remember.
ReplyDeleteI would like to modify one idea regarding on:
"2. No Change Requests are created in any process/process area (out of 47) under “Initiating Process Group”, “Planning Process Group” or “Closing Process Group” (barring an exception). "
I see Plan Procurement Management Process in "Planning Process Group" has the output is Change Requests.
How is your idea?
DeleteThat's the exception! - "...(barring an exception)".
As you can see in your comment (taken from the post):
""2. No Change Requests are created in any process/process area (out of 47) under “Initiating Process Group”, “Planning Process Group” or “Closing Process Group” (barring an exception). "
Can you please explain and give example so that I get more the idea about barring an exception as presented here?
DeleteThe exception is CR can be raised in Plan Procurement Management process.
DeleteFor examples, more details on CR flows with examples/other diagrams (and a number of associated videos for CR), please refer the book - I Want To Be A PMP.
https://managementyogi.blogspot.com/2016/12/book-for-pmp-exam-prep-i-want-to-be-pmp.html