Chapter 13: Managing Changes to the Software Project (Adelphia web hosting)
Chapter 13: Managing Changes to the Software Project 269 Every time the scope changes, you must, must, must document the change as well as its potential impact on costs and timelines and then make sure the client signs off. This is significant because it forces both you and the client to examine and progressively elaborate the scope, agreeing on changes before they are documented as part of the scope. But most importantly, you have proof for later, when the client acts surprised that the project took longer and cost more than originally planned. Creating and following a change control system You must create an effective change control system because changes are inevitable and even at times necessary. One way to prepare for these changes is to create and follow (and set the expectation that others will also follow) an effective change control system. The purpose of the change control system is to identify, monitor, and learn from the changes occurring in your project. Your change control system may consist of tools, such as a database or spreadsheet to record your proposed changes, and you may also have a change control board (CCB) to review and approve changes in your firm. Project team members would document their proposed changes and present them to the CCB for evaluation and approval. If you do have a CCB, then all project changes would need to go before the CCB. The CCB might have just two members or it could be a large committee. The number of members varies from firm to firm. If you have too many members on your CCB, though, making decisions may take longer. Although you may only be concerned with your own proposed change, the CCB is aware of all project changes and could determine whether your change may affect other portions of the software project. In effect, the CCB keeps everybody honest. Instead of, or in addition to, a CCB, you might also track changes with a change control database where project team members or other stakeholders may enter their proposed changes. The CCB or SPM can then review and either approve or deny each requested change. If your software project is relatively small, you may not need a whole database. Why bother with all that infrastructure stuff when a simple spreadsheet will do? Stakeholders simply record changes on the spreadsheet, and later the CCB (or another review body) lists each project change request as approved, rejected, or on hold for further investigation.
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