Change Management ProcessInsert Pro

Change Management Process

Insert Project Logo here

Health and Human Services Agency, Office of Systems Integration

Revision History
REVISION HISTORY
REVISION/WORKSITE # DATE OF RELEASE OWNER SUMMARY OF CHANGES
Initial Draft/ OSIAdmin #10999 10/28/2010 OSI - PMO

[Remove template revision history and insert Change Management Process revision history.]

Approvals
NAME ROLE DATE

[Insert Project Approvals here.]

Template Instructions:
This template offers instructions, sample language, boilerplate language, and hyperlinks written in 12 point Arial font and distinguished by color, brackets, and italics as shown below:
• Instructions for using this template are written in purple bracketed text and describe how to complete this document. Delete instructions from the final version of this plan.
• Sample language is written in red italic font and may be used, or modified, for completing sections of the plan. All red text should be replaced with project-specific information and the font changed to non-italicized black.
• Standard boilerplate language has been developed for this plan. This standard language is written in black font and may be modified with permission from the OSI Project Management Office (PMO). Additional information may be added to the boilerplate language sections at the discretion of the project without PMO review.
• Hyperlinks are written in blue underlined text. To return to the original document after accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File Download” dialog box will open. Click on “Open” to return to this document.

Table of Contents
1 INTRODUCTION 4
1.1 PURPOSE 4
1.2 SCOPE 4
1.3 REFERENCES 5
1.3.1 Best Practices Website 5
1.3.2 Project Centralized Document Repository 5
1.3.3 External References 5
1.4 INTERFACING PLANS AND PROCESSES 5
2 ROLES AND RESPONSIBILITIES 5
2.1 PROJECT OFFICE ROLES AND RESPONSIBILITIES 6
2.1.1 Project Manager 6
2.1.2 Change Request Originator 6
2.1.3 Change Request Originator’s Manager 6
2.1.4 Change Request Coordinator (CRC) 6
2.1.5 Change Control Board (CCB) 7
2.1.6 Application Manager 7
2.1.7 Change Request Analysis Team 7
2.1.8 Change Implementation Team 7
2.1.9 Change Verification Team 7
2.1.10 Risk Manager 7
2.1.11 Project Scheduler 8
2.1.12 Project Steering Committee 8
2.1.13 Project Management Support 8
3 CHANGE MANAGEMENT PROCESS 8
3.1 OVERVIEW 8
3.2 BASELINED ITEMS 8
3.3 CHANGE MANAGEMENT PROCESS DESCRIPTION 9
3.3.1 Initiating a Change Request 11
3.3.2 Change Request Analysis 12
3.3.3 Change Request Resolution/Approval 14
3.3.4 Change Request Implementation 15
3.3.5 Change Request Scheduling and Coordination 16
3.3.6 Tracking and Reporting 18
4 PROJECT CHANGE REQUEST DATABASE 19
4.1 MANAGEMENT TRACKING SYSTEM II (MTS II) 19
4.2 REPORTS AND COMMUNICATION 19
APPENDIX A: GLOSSARY & ACRONYMS 22
APPENDIX B: CHANGE MANAGEMENT FORMS 24
APPENDIX C: CHANGE REQUEST PRIORITIES 30
APPENDIX D: CHANGE REQUEST SUMMARY REPORT 31
[Create additional appendices as necessary.]

1 INTRODUCTION
1.1 Purpose
[This template facilitates the development of a Change Management Process (CMP) during the planning stages of your project. In this section explain the purpose of the Change Management Process.]
Change management is an ongoing iterative process throughout the project lifecycle which may involve many individuals at different levels within the organization. This document describes the Change Management Process (CMP). The purpose of the CMP is to ensure standardized methods and procedures are used for efficient and prompt handling of all changes. A formal, repeatable process minimizes the risk when introducing change to the production environment and helps preserve the quality of service delivery. The CMP defines the activities, roles, and responsibilities necessary to effectively and efficiently manage and coordinate changes to project items such as scope, schedule, and cost baselines.
1.2 Scope
[Define the scope of the Change Management Process (CMP) – what is included and what is not.]
The CMP describes the actions required to make changes to the project’s baselined items. Configuration Items (CI) are baselined work products and assets which are subject to formal identification, control, and status accounting as described in the project’s Configuration Management Plan. Examples of CIs include:
a. Project Plans and Procedures
b. Project System Development Lifecycle Deliverables
c. Project Servers
d. Project Website
e. Project Tools

A formal CMP defines and manages the process of requesting, assessing, authorizing, monitoring, and controlling change. CMP prevents unauthorized changes, minimizes disruptions to the production or user environment, and ensures proper analysis and input.
The Change Management Process includes the following activities:
Change Request Processing
Change Impact Assessment
Change Approval
Change Implementation
Change Validation

[Note: this document does not describe the methodology and procedures used by the project to manage their system development lifecycle (requirement through implementation).]

1.3 References
1.3.1 Best Practices Website
For guidance on the Office of Systems Integration (OSI) project management methodologies, refer to the OSI Best Practices Website (BPWeb) (http://www.bestpractices.osi.ca.gov).
1.3.2 Project Centralized Document Repository
[List the document name and WorkSite reference number for any documents that can be referenced for this document. If the project is not using WorkSite, indicate the name of the document management tool the project is using and the corresponding document reference numbers.]
1.3.3 External References
A Guide to the Project Management Body of Knowledge (Fourth Edition)
Institute of Electrical & Electronics Engineers (IEEE) Standard 828-2005 for Software Configuration Management Plans
IT Change Management Policy Documentation Guidelines (Gartner research paper)
1.4 Interfacing Plans and Processes
The Change Management Process interfaces with the Master Project Management Plan, Governance, Communication, Configuration Management, Contract Management, Quality Management, Risk Management, Document Management, Schedule Management, Cost Management, and Requirements Management Plans.
The Change Management Process is a subset of the project’s Configuration Management Plan which governs overall management of configurable project items.

2 ROLES AND RESPONSIBILITIES
[Describe the specific roles and responsibilities as they have been tailored for requirements management activities. These are not meant to be job descriptions, but rather a summary of the responsibilities for each role.
Below is a listing of the most commonly used project roles and responsibilities. Projects should add/change/delete the roles as appropriate for their project.]

2.1 Project Office Roles and Responsibilities

2.1.1 Project Manager
The Project Manager (PM) is an active sponsor of approved changes and builds the necessary coalition of support among project leadership. The PM articulates and reinforces the business case for the change and helps manage and overcome resistance to change. The PM is responsible for the Change Management Process. The PM is also responsible for assigning project resources for the impact analysis of a change request. The PM is a voting member of the Change Control Board.
2.1.2 Change Request Originator
The Originator is the person who submits a change request. Changes may be submitted by project office staff, sponsor agency staff, system users, the prime contractor, or other stakeholders. The Originator completes a Change Request Form (CRF) and discusses the proposed changes with their manager. If the manager supports the proposal, the Originator submits the CRF to the Change Request Coordinator.
2.1.3 Change Request Originator’s Manager
The Change Request Originator’s manager reviews the change request to determine if the form is properly completed and is appropriate for submittal to the Change Request Coordinator.
2.1.4 Change Request Coordinator (CRC)
The Change Request Coordinator (CRC) serves as the single point of contact and control point for all change requests. The CRC maintains the Change Request information within MTSII and monitors the progress of each change request. The CRC has the following specific responsibilities:
• Receive and record Change Requests in MTSII.
• Schedule, and scribe the Change Control Board meetings.
• Maintain information on the status of change requests and guide their movement through the Change Management Process.
• File all Change Request Forms, analyses, and associated documents submitted into the document repository and link to the MTSII Change Request record.
• Monitor Change Requests and report their status.
• Measure the Change Request process, report trends, and recommend actions to the Application Manager if trends indicate a problem.
2.1.5 Change Control Board (CCB)
The CCB is responsible for making decisions on Change Requests received from the CRC. The voting members of the CCB include the State Project Manager, the Application Manager, the Customer Services Manager, Technical Support Manager, and User Group Representative. The Contractor Project Manager, System Engineer, and the Project Scheduler attend the CCB but do not vote.
The CCB meets on a regular basis to determine if a change request is to be approved, rejected, or referred to the Project Steering Committee (PSC) for decision. The CCB decision requires the agreement of a majority of the voting members present at the meeting. The CCB is chaired by the Application Manager.
2.1.6 Application Manager
The Application Manager chairs the CCB. The CCB chair has responsibility for the initiation of the escalation process defined in the project’s Governance Plan when the CCB is unable to reach agreement or the change request must be referred

Change Management Process

Insert Project Logo here

Health and Human Services Agency, Office of Systems Integration

Revision History
REVISION HISTORY
REVISION/WORKSITE # DATE OF RELEASE OWNER SUMMARY OF CHANGES
Initial Draft/ OSIAdmin #10999 10/28/2010 OSI - PMO 
 
[Remove template revision history and insert Change Management Process revision history.]

Approvals
NAME ROLE DATE
 
[Insert Project Approvals here.]

Template Instructions: 
This template offers instructions, sample language, boilerplate language, and hyperlinks written in 12 point Arial font and distinguished by color, brackets, and italics as shown below: 
• Instructions for using this template are written in purple bracketed text and describe how to complete this document. Delete instructions from the final version of this plan.
• Sample language is written in red italic font and may be used, or modified, for completing sections of the plan. All red text should be replaced with project-specific information and the font changed to non-italicized black.
• Standard boilerplate language has been developed for this plan. This standard language is written in black font and may be modified with permission from the OSI Project Management Office (PMO). Additional information may be added to the boilerplate language sections at the discretion of the project without PMO review. 
• Hyperlinks are written in blue underlined text. To return to the original document after accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File Download” dialog box will open. Click on “Open” to return to this document.

Table of Contents 
1 INTRODUCTION 4
1.1 PURPOSE 4
1.2 SCOPE 4
1.3 REFERENCES 5
1.3.1 Best Practices Website 5
1.3.2 Project Centralized Document Repository 5
1.3.3 External References 5
1.4 INTERFACING PLANS AND PROCESSES 5
2 ROLES AND RESPONSIBILITIES 5
2.1 PROJECT OFFICE ROLES AND RESPONSIBILITIES 6
2.1.1 Project Manager 6
2.1.2 Change Request Originator 6
2.1.3 Change Request Originator’s Manager 6
2.1.4 Change Request Coordinator (CRC) 6
2.1.5 Change Control Board (CCB) 7
2.1.6 Application Manager 7
2.1.7 Change Request Analysis Team 7
2.1.8 Change Implementation Team 7
2.1.9 Change Verification Team 7
2.1.10 Risk Manager 7
2.1.11 Project Scheduler 8
2.1.12 Project Steering Committee 8
2.1.13 Project Management Support 8
3 CHANGE MANAGEMENT PROCESS 8
3.1 OVERVIEW 8
3.2 BASELINED ITEMS 8
3.3 CHANGE MANAGEMENT PROCESS DESCRIPTION 9
3.3.1 Initiating a Change Request 11
3.3.2 Change Request Analysis 12
3.3.3 Change Request Resolution/Approval 14
3.3.4 Change Request Implementation 15
3.3.5 Change Request Scheduling and Coordination 16
3.3.6 Tracking and Reporting 18
4 PROJECT CHANGE REQUEST DATABASE 19
4.1 MANAGEMENT TRACKING SYSTEM II (MTS II) 19
4.2 REPORTS AND COMMUNICATION 19
APPENDIX A: GLOSSARY & ACRONYMS 22
APPENDIX B: CHANGE MANAGEMENT FORMS 24
APPENDIX C: CHANGE REQUEST PRIORITIES 30
APPENDIX D: CHANGE REQUEST SUMMARY REPORT 31
[Create additional appendices as necessary.]
 
1 INTRODUCTION
1.1 Purpose
[This template facilitates the development of a Change Management Process (CMP) during the planning stages of your project. In this section explain the purpose of the Change Management Process.]
Change management is an ongoing iterative process throughout the project lifecycle which may involve many individuals at different levels within the organization. This document describes the  Change Management Process (CMP). The purpose of the CMP is to ensure standardized methods and procedures are used for efficient and prompt handling of all changes. A formal, repeatable process minimizes the risk when introducing change to the production environment and helps preserve the quality of service delivery. The CMP defines the activities, roles, and responsibilities necessary to effectively and efficiently manage and coordinate changes to project items such as scope, schedule, and cost baselines. 
1.2 Scope
[Define the scope of the Change Management Process (CMP) – what is included and what is not.] 
The CMP describes the actions required to make changes to the project’s baselined items. Configuration Items (CI) are baselined work products and assets which are subject to formal identification, control, and status accounting as described in the project’s Configuration Management Plan. Examples of CIs include:
a. Project Plans and Procedures 
b. Project System Development Lifecycle Deliverables
c. Project Servers
d. Project Website
e. Project Tools

A formal CMP defines and manages the process of requesting, assessing, authorizing, monitoring, and controlling change. CMP prevents unauthorized changes, minimizes disruptions to the production or user environment, and ensures proper analysis and input. 
The Change Management Process includes the following activities:
Change Request Processing
Change Impact Assessment
Change Approval
Change Implementation
Change Validation

[Note: this document does not describe the methodology and procedures used by the project to manage their system development lifecycle (requirement through implementation).]

1.3 References
1.3.1 Best Practices Website
For guidance on the Office of Systems Integration (OSI) project management methodologies, refer to the OSI Best Practices Website (BPWeb) (http://www.bestpractices.osi.ca.gov). 
1.3.2 Project Centralized Document Repository 
[List the document name and WorkSite reference number for any documents that can be referenced for this document. If the project is not using WorkSite, indicate the name of the document management tool the project is using and the corresponding document reference numbers.]
1.3.3 External References
A Guide to the Project Management Body of Knowledge (Fourth Edition)
Institute of Electrical & Electronics Engineers (IEEE) Standard 828-2005 for Software Configuration Management Plans
IT Change Management Policy Documentation Guidelines (Gartner research paper)
1.4 Interfacing Plans and Processes
The Change Management Process interfaces with the Master Project Management Plan, Governance, Communication, Configuration Management, Contract Management, Quality Management, Risk Management, Document Management, Schedule Management, Cost Management, and Requirements Management Plans. 
The Change Management Process is a subset of the project’s Configuration Management Plan which governs overall management of configurable project items.

2 ROLES AND RESPONSIBILITIES 
[Describe the specific roles and responsibilities as they have been tailored for requirements management activities. These are not meant to be job descriptions, but rather a summary of the responsibilities for each role. 
Below is a listing of the most commonly used project roles and responsibilities. Projects should add/change/delete the roles as appropriate for their project.]

2.1 Project Office Roles and Responsibilities

2.1.1 Project Manager
The Project Manager (PM) is an active sponsor of approved changes and builds the necessary coalition of support among project leadership. The PM articulates and reinforces the business case for the change and helps manage and overcome resistance to change. The PM is responsible for the Change Management Process. The PM is also responsible for assigning project resources for the impact analysis of a change request. The PM is a voting member of the Change Control Board. 
2.1.2 Change Request Originator
The Originator is the person who submits a change request. Changes may be submitted by project office staff, sponsor agency staff, system users, the prime contractor, or other stakeholders. The Originator completes a Change Request Form (CRF) and discusses the proposed changes with their manager. If the manager supports the proposal, the Originator submits the CRF to the Change Request Coordinator. 
2.1.3 Change Request Originator’s Manager
The Change Request Originator’s manager reviews the change request to determine if the form is properly completed and is appropriate for submittal to the Change Request Coordinator.
2.1.4 Change Request Coordinator (CRC) 
The Change Request Coordinator (CRC) serves as the single point of contact and control point for all change requests. The CRC maintains the Change Request information within MTSII and monitors the progress of each change request. The CRC has the following specific responsibilities:
• Receive and record Change Requests in MTSII.
• Schedule, and scribe the Change Control Board meetings.
• Maintain information on the status of change requests and guide their movement through the Change Management Process.
• File all Change Request Forms, analyses, and associated documents submitted into the document repository and link to the MTSII Change Request record.
• Monitor Change Requests and report their status.
• Measure the Change Request process, report trends, and recommend actions to the Application Manager if trends indicate a problem.
2.1.5 Change Control Board (CCB)
The CCB is responsible for making decisions on Change Requests received from the CRC. The voting members of the CCB include the State Project Manager, the Application Manager, the Customer Services Manager, Technical Support Manager, and User Group Representative. The Contractor Project Manager, System Engineer, and the Project Scheduler attend the CCB but do not vote. 
The CCB meets on a regular basis to determine if a change request is to be approved, rejected, or referred to the Project Steering Committee (PSC) for decision. The CCB decision requires the agreement of a majority of the voting members present at the meeting. The CCB is chaired by the Application Manager. 
2.1.6 Application Manager
The Application Manager chairs the CCB. The CCB chair has responsibility for the initiation of the escalation process defined in the project’s Governance Plan when the CCB is unable to reach agreement or the change request must be referred

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Quá trình quản lý thay đổiChèn biểu tượng dự án ở đâyCơ quan dịch vụ nhân sinh và sức khỏe, văn phòng tích hợp hệ thống Lịch sử sửa đổiLỊCH SỬ SỬA ĐỔIXEM/WORKSITE # NGÀY CỦA CHỦ SỞ HỮU BẢN PHÁT HÀNH BẢN TÓM TẮT CỦA THAY ĐỔIBan đầu dự thảo / OSIAdmin #10999 10/28/2010 OSI - Măng xông PMO [Hủy bỏ mẫu lịch sử sửa đổi và chèn lịch sử sửa đổi thay đổi quản lý quá trình.]Chấp thuậnTÊN VAI TRÒ NGÀY [Chèn phê duyệt dự án ở đây.]Tiêu bản hướng dẫn: Mẫu này cung cấp hướng dẫn, mẫu ngôn ngữ, ngôn ngữ boilerplate và siêu liên kết văn bản trong 12 điểm Arial phông chữ và phân biệt màu sắc, khung và nghiêng như hình dưới đây: • Hướng dẫn cho việc sử dụng mẫu này được viết bằng văn bản màu tím ngoặc và mô tả làm thế nào để hoàn thành các tài liệu này. Xóa bỏ các hướng dẫn từ các phiên bản cuối cùng của kế hoạch này.• Mẫu ngôn ngữ được viết bằng chữ in nghiêng màu đỏ và có thể được sử dụng, hoặc thay đổi, để hoàn thành phần của kế hoạch. Tất cả các văn bản màu đỏ nên được thay thế bằng thông tin dành riêng cho dự án và các font thay đổi phòng không nghiêng đen.• Ngôn ngữ boilerplate tiêu chuẩn đã được phát triển cho kế hoạch này. Ngôn ngữ tiêu chuẩn này được viết bằng chữ màu đen và có thể được thay đổi với sự cho phép từ OSI dự án quản lý văn phòng (PMO). Thông tin bổ sung có thể được thêm vào phần ngôn ngữ boilerplate hoàn toàn theo ý của dự án mà không có nhận xét Măng xông PMO. • Siêu liên kết được viết bằng văn bản gạch chân màu xanh. Để trở về tài liệu gốc sau khi truy cập vào một siêu liên kết, bấm vào mũi tên trở lại trong thanh công cụ của trình duyệt. Hộp thoại "Tệp tải xuống" sẽ mở ra. Nhấp vào "Mở" để trở về tài liệu này. Bảng nội dung 1 GIỚI THIỆU 41.1 MỤC ĐÍCH 41.2 PHẠM VI 41.3 THAM KHẢO 51.3.1 web thực tiễn tốt nhất 51.3.2 dự án tập trung hóa tài liệu kho 51.3.3 bên ngoài tham chiếu 51.4 INTERFACING KẾ HOẠCH VÀ QUY TRÌNH 52 VAI TRÒ VÀ TRÁCH NHIỆM 52.1 DỰ ÁN VĂN PHÒNG VAI TRÒ VÀ TRÁCH NHIỆM 62.1.1 quản lý dự án 62.1.2 thay đổi yêu cầu khởi 62.1.3 thay đổi người quản lý yêu cầu người khởi 62.1.4 thay đổi yêu cầu điều phối viên (CRC) 62.1.5 Ban kiểm soát thay đổi (CCB) 72.1.6 quản lý ứng dụng 72.1.7 thay đổi yêu cầu phân tích nhóm 72.1.8 thay đổi thực hiện đội 72.1.9 thay đổi xác minh đội 72.1.10 rủi ro quản lý 72.1.11 dự án Scheduler 82.1.12 dự án Ủy ban chỉ đạo 82.1.13 dự án hỗ trợ quản lý 8QUÁ TRÌNH QUẢN LÝ THAY ĐỔI 3 83.1 TỔNG QUAN 83.2 BASELINED MỤC 83.3 THAY ĐỔI MÔ TẢ QUÁ TRÌNH QUẢN LÝ 93.3.1 bắt đầu yêu cầu thay đổi 113.3.2 thay đổi yêu cầu phân tích 123.3.3 thay đổi yêu cầu độ phân giải/phê duyệt 143.3.4 thay đổi yêu cầu thực hiện 153.3.5 thay đổi yêu cầu lập kế hoạch và phối hợp 163.3.6 theo dõi và báo cáo 184 DỰ ÁN THAY ĐỔI YÊU CẦU CƠ SỞ DỮ LIỆU 194.1 QUẢN LÝ THEO DÕI HỆ THỐNG II (MTS II) 194.2 CÁC BÁO CÁO VÀ THÔNG TIN LIÊN LẠC 19APPENDIX A: GLOSSARY & ACRONYMS 22APPENDIX B: CHANGE MANAGEMENT FORMS 24APPENDIX C: CHANGE REQUEST PRIORITIES 30APPENDIX D: CHANGE REQUEST SUMMARY REPORT 31[Create additional appendices as necessary.] 1 INTRODUCTION1.1 Purpose[This template facilitates the development of a Change Management Process (CMP) during the planning stages of your project. In this section explain the purpose of the Change Management Process.]Change management is an ongoing iterative process throughout the project lifecycle which may involve many individuals at different levels within the organization. This document describes the Change Management Process (CMP). The purpose of the CMP is to ensure standardized methods and procedures are used for efficient and prompt handling of all changes. A formal, repeatable process minimizes the risk when introducing change to the production environment and helps preserve the quality of service delivery. The CMP defines the activities, roles, and responsibilities necessary to effectively and efficiently manage and coordinate changes to project items such as scope, schedule, and cost baselines. 1.2 Scope[Define the scope of the Change Management Process (CMP) – what is included and what is not.] The CMP describes the actions required to make changes to the project’s baselined items. Configuration Items (CI) are baselined work products and assets which are subject to formal identification, control, and status accounting as described in the project’s Configuration Management Plan. Examples of CIs include:a. Project Plans and Procedures
b. Project System Development Lifecycle Deliverables
c. Project Servers
d. Project Website
e. Project Tools

A formal CMP defines and manages the process of requesting, assessing, authorizing, monitoring, and controlling change. CMP prevents unauthorized changes, minimizes disruptions to the production or user environment, and ensures proper analysis and input.
The Change Management Process includes the following activities:
Change Request Processing
Change Impact Assessment
Change Approval
Change Implementation
Change Validation

[Note: this document does not describe the methodology and procedures used by the project to manage their system development lifecycle (requirement through implementation).]

1.3 References
1.3.1 Best Practices Website
For guidance on the Office of Systems Integration (OSI) project management methodologies, refer to the OSI Best Practices Website (BPWeb) (http://www.bestpractices.osi.ca.gov).
1.3.2 Project Centralized Document Repository
[List the document name and WorkSite reference number for any documents that can be referenced for this document. If the project is not using WorkSite, indicate the name of the document management tool the project is using and the corresponding document reference numbers.]
1.3.3 External References
A Guide to the Project Management Body of Knowledge (Fourth Edition)
Institute of Electrical & Electronics Engineers (IEEE) Standard 828-2005 for Software Configuration Management Plans
IT Change Management Policy Documentation Guidelines (Gartner research paper)
1.4 Interfacing Plans and Processes
The Change Management Process interfaces with the Master Project Management Plan, Governance, Communication, Configuration Management, Contract Management, Quality Management, Risk Management, Document Management, Schedule Management, Cost Management, and Requirements Management Plans.
The Change Management Process is a subset of the project’s Configuration Management Plan which governs overall management of configurable project items.

2 ROLES AND RESPONSIBILITIES
[Describe the specific roles and responsibilities as they have been tailored for requirements management activities. These are not meant to be job descriptions, but rather a summary of the responsibilities for each role.
Below is a listing of the most commonly used project roles and responsibilities. Projects should add/change/delete the roles as appropriate for their project.]

2.1 Project Office Roles and Responsibilities

2.1.1 Project Manager
The Project Manager (PM) is an active sponsor of approved changes and builds the necessary coalition of support among project leadership. The PM articulates and reinforces the business case for the change and helps manage and overcome resistance to change. The PM is responsible for the Change Management Process. The PM is also responsible for assigning project resources for the impact analysis of a change request. The PM is a voting member of the Change Control Board.
2.1.2 Change Request Originator
The Originator is the person who submits a change request. Changes may be submitted by project office staff, sponsor agency staff, system users, the prime contractor, or other stakeholders. The Originator completes a Change Request Form (CRF) and discusses the proposed changes with their manager. If the manager supports the proposal, the Originator submits the CRF to the Change Request Coordinator.
2.1.3 Change Request Originator’s Manager
The Change Request Originator’s manager reviews the change request to determine if the form is properly completed and is appropriate for submittal to the Change Request Coordinator.
2.1.4 Change Request Coordinator (CRC)
The Change Request Coordinator (CRC) serves as the single point of contact and control point for all change requests. The CRC maintains the Change Request information within MTSII and monitors the progress of each change request. The CRC has the following specific responsibilities:
• Receive and record Change Requests in MTSII.
• Schedule, and scribe the Change Control Board meetings.
• Maintain information on the status of change requests and guide their movement through the Change Management Process.
• File all Change Request Forms, analyses, and associated documents submitted into the document repository and link to the MTSII Change Request record.
• Monitor Change Requests and report their status.
• Measure the Change Request process, report trends, and recommend actions to the Application Manager if trends indicate a problem.
2.1.5 Change Control Board (CCB)
The CCB is responsible for making decisions on Change Requests received from the CRC. The voting members of the CCB include the State Project Manager, the Application Manager, the Customer Services Manager, Technical Support Manager, and User Group Representative. The Contractor Project Manager, System Engineer, and the Project Scheduler attend the CCB but do not vote.
The CCB meets on a regular basis to determine if a change request is to be approved, rejected, or referred to the Project Steering Committee (PSC) for decision. The CCB decision requires the agreement of a majority of the voting members present at the meeting. The CCB is chaired by the Application Manager.
2.1.6 Application Manager
The Application Manager chairs the CCB. The CCB chair has responsibility for the initiation of the escalation process defined in the project’s Governance Plan when the CCB is unable to reach agreement or the change request must be referred

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