6.3.1 CONTROL 6.3.1.1 Change Control Process To ensure timely and effective delivery of the project, a formal change control process will be maintained. A change refers to any modification or new development that deviates from the baseline requirements established during the design portion of each phase of the project. A PCR can be initiated by anyone on the project team, must be formally documented in a change log and tracked by the Project Manager, and must be approved by the Project Sponsor. All potential changes must be analyzed for impact on schedule, functionality, cost, and resource availability. The steps of the change control process include: A Project team member identifies a function not already identified as a deliverable. This team member prepares a PCR and forwards to the Project Manager and Project Sponsor. The Project Manager works with the Project Sponsor and Development team to determine criticality as well as impact on cost, schedule, or resources. The change is added to the weekly status project agenda for discussion by all project team members. If the change is approved by the Project Sponsor, the PCR is signed by the Project Sponsor and BPro and provided to the Project Manager to update change log and project repository for tracking. If the change is deferred or rejected, the Project Manager will update the change log to reflect this decision. 6.4 Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable).
6.3.1 6.3.1.1 Change Control Process To ensure timely and effective delivery of the project, a formal change control process will be maintained. A change refers to any modification or new development that deviates from the baseline requirements established during the design portion of each phase of the project. A PCR can be initiated by anyone on the project team, must be formally documented in a change log and tracked by the Project Manager, and must be approved by the Project Sponsor. All potential changes must be analyzed for impact on schedule, functionality, cost, and resource availability. The steps of the change control process include: A Project team member identifies a function not already identified as a deliverable. This team member prepares a PCR and forwards to the Project Manager and Project Sponsor. The Project Manager works with the Project Sponsor and Development team to determine criticality as well as impact on cost, schedule, or resources. The change is added to the weekly status project agenda for discussion by all project team members. If the change is approved by the Project Sponsor, the PCR is signed by the Project Sponsor and BPro and provided to the Project Manager to update change log and project repository for tracking. If the change is deferred or rejected, the Project Manager will update the change log to reflect this decision. 6.4 Costs estimates are the costs applied to an activity in a project by assigning resources with associated rates or fees. Resources can include equipment, material, technology, processing cycles, or people. The total cost is critical and should be consistent with the proposal; include breakdowns as needed. Match these cost estimates with the actual billed amounts. Use an appropriate format for the project size and customer requirements (e.g., by WBS, milestone, or deliverable). CONTROL