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Project Management Process – Phase 3 – Implementing – Change Control (#19 in the Hut Project Management Process)
By John Filicetti


Overall change control is concerned with:

  • Influencing the factors which create changes to ensure that changes are beneficial
  • Determining that a change has occurred
  • Managing the actual changes when and as they occur

Change control requires all approved changes should be reflected in the project plan as changes to the product scope, as changes to the project timeframe (also noted in the project schedule), or as changes to the resource plan. Change Control is the act of coordinating changes across all knowledge and control areas of project management. For example, a proposed schedule change will often affect cost, risk, quality, and staffing.

The Change Control system includes:

  • Monitoring performance to detect variances from plan
  • Ensuring that all appropriate changes are recorded accurately
  • Preventing incorrect, inappropriate, or unauthorized changes from occurring
  • Informing appropriate stakeholders of authorized changes.

All change requests from the customer will be delivered to the project manager using a Change Control Form. The project manager will investigate any impact on the project scope, schedule, or cost; review the Change Control Form with the project office or change control board if in place; and return the Change Control Form to the customer with a description of any impact and any additional costs associated with the change request.

The Change Control Document will then be signed by the customer (the requesting business partner) signifying acceptance of the changes to the project scope, cost, time, or resources; providing the ok to proceed with the amended implementation. Depending on the scope of the change, a Change Order may result in a new project to handle the requirements or a significant change to the current project. All change requests should be noted in the Status Report and significant changes may need to go to Governance for approval.


  • Initiate Change Control Process
  • PM evaluates all submitted changes for impact to schedule, cost, resources, risk, and quality
  • Obtain Client approval for all changes
  • Revise Project Management Plan and Project Schedule for accepted changes
  • Use Change Control Log for all changes submitted
  • Communicate all approved changes to Project Team and Stakeholders



  • Project Manager with Project Team

All Change Control Forms should be posted to the project collaborative workspace for tracking and update. A separate Change Control folder should be created. All discussions on a change should take place in the collaborative workspace.

Next in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Report Performance

Previously in the Hut Project Management Process:

Project Management Process – Phase 3 – Implementing – Information Distribution

John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.

John has attained a Bachelor’s degree in Industrial Education/Technology from Washington State University and an MBA from St. Mary’s College in Moraga, CA.

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