Change Request Resolution

🔄 𝐖𝐡𝐚𝐭 𝐇𝐚𝐩𝐩𝐞𝐧𝐬 𝐖𝐡𝐞𝐧 𝐚 𝐍𝐞𝐰 𝐂𝐡𝐚𝐧𝐠𝐞 𝐨𝐫 𝐅𝐞𝐚𝐭𝐮𝐫𝐞 𝐈𝐬 𝐈𝐧𝐭𝐫𝐨𝐝𝐮𝐜𝐞𝐝? Let’s decode the Change Control Framework from a Business Analyst’s lens — practically and step-by-step 👇 🧩 𝐈𝐦𝐚𝐠𝐢𝐧𝐞 𝐭𝐡𝐢𝐬: You're working on an online banking application, and halfway through development, a stakeholder proposes a new feature: ➡️ "Add biometric login for mobile users." As a Business Analyst, this isn’t just about noting the request. It triggers the Change Control Process. 💡 𝐒𝐭𝐞𝐩-𝐛𝐲-𝐒𝐭𝐞𝐩 𝐂𝐡𝐚𝐧𝐠𝐞 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 (𝐁𝐀 𝐏𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞): 1️⃣ 𝐂𝐡𝐚𝐧𝐠𝐞 𝐑𝐞𝐪𝐮𝐞𝐬𝐭 𝐋𝐨𝐠𝐠𝐢𝐧𝐠 The change request (CR) is formally captured — often via tools like Jira, ServiceNow, or a Change Request Form. 🧾 “Add biometric login support for iOS and Android apps.” 2️⃣ 𝐈𝐦𝐩𝐚𝐜𝐭 𝐀𝐬𝐬𝐞𝐬𝐬𝐦𝐞𝐧𝐭 BA collaborates with the Solution Architect, Dev, QA, and PM to assess: 📌 Functional impact 🔄 Integration needs 📉 Timeline & budget changes 🔐 Risk to current features 👥 Impact on users ✅ Adding biometric login impacts login module, user settings, authentication API, and testing timelines. 3️⃣ 𝐃𝐨𝐜𝐮𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 & 𝐂𝐡𝐚𝐧𝐠𝐞 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 BA updates key documents: 👉 Updated BRD / FRD / User Stories 👉 RTM to link new requirements 👉 Process flows or wireframes 📝 New user story created: As a mobile user, I want to log in using fingerprint or Face ID so that I can access my account securely. 4️⃣ 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐑𝐞𝐯𝐢𝐞𝐰 & 𝐀𝐩𝐩𝐫𝐨𝐯𝐚𝐥 BA facilitates review with key stakeholders: Product Owner, Business, Compliance, Tech Teams. 🎯 Discussion on value vs. cost, urgency vs. delivery impact. Change is either: 👉 Approved 👉 Deferred 👉 Rejected 5️⃣ 𝐂𝐡𝐚𝐧𝐠𝐞 𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 & 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 Once approved: 👉 BA ensures user stories are prioritized in the product backlog 👉 Updates communication in Sprint Planning 👉 Ensures QA understands new test scenarios 📣 “Team, biometric login is now in scope for Sprint 6. QA, please add test cases for device compatibility.” 6️⃣ 𝐂𝐡𝐚𝐧𝐠𝐞 𝐓𝐫𝐚𝐜𝐤𝐢𝐧𝐠 & 𝐂𝐥𝐨𝐬𝐮𝐫𝐞 BA tracks the change until delivery, gathers feedback, and updates documentation accordingly. 📋 Change status: Deployed in Prod on July 12, Feedback: 94% users preferred biometric login. 🧠 𝐏𝐫𝐨 𝐓𝐢𝐩 𝐟𝐨𝐫 𝐁𝐀𝐬: Always ask: ✅ Is the change aligned with business goals? ✅ Can it be deferred post MVP? ✅ Is it a requirement or a preference? 🔍𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐅𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 𝐌𝐚𝐭𝐭𝐞𝐫𝐬 It brings: ✅ Structure ✅ Accountability ✅ Transparency ✅ Traceability — Especially in Agile or evolving project environments. BA Helpline

🚨 𝗡𝗘𝗪 𝗔𝗥𝗧𝗜𝗖𝗟𝗘 𝗔𝗟𝗘𝗥𝗧: Stopping Scope Creep with Strategic Change Management (And how a $68M CRM rollout was saved before it imploded.) Ever led a project where every team had "just one more" request? Where 14 departments all believed their customization was non-negotiable? This edition of 𝗧𝗵𝗲 𝗣𝗠 𝗣𝗹𝗮𝘆𝗯𝗼𝗼𝗸 explains how we rescued a global CRM initiative that was spiraling due to scope creep, conflicting demands, and mounting delays. Without change control, we would’ve missed deadlines, blown the budget, and lost stakeholder trust. 𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝗮𝘁 𝘄𝗲 𝘄𝗲𝗿𝗲 𝘂𝗽 𝗮𝗴𝗮𝗶𝗻𝘀𝘁: ➝ Endless scope requests bypassing the governance process ➝ Executives pushing for mid-project enhancements ➝ Constant rework and morale burnout across delivery teams 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝘄𝗲 𝗳𝗶𝘅𝗲𝗱 𝗶𝘁: ✅ Established a Change Control Board with real authority ✅ Enforced impact assessments for every request ✅ Reframed change management as project protection, not red tape 𝗪𝗵𝗮𝘁 𝘆𝗼𝘂’𝗹𝗹 𝗹𝗲𝗮𝗿𝗻: → How to control scope without killing stakeholder relationships → How change fatigue creeps in—and how to neutralize it → The scripts we used to say “no” without causing conflict → How to make change control a respected team asset 𝗪𝗲’𝗿𝗲 𝗮𝗹𝘀𝗼 𝗶𝗻𝗰𝗹𝘂𝗱𝗶𝗻𝗴: 🧠 Our stakeholder alignment playbook 📊 Change request data that led to a 47% drop in scope churn 🚀 Takeaways to apply to any project facing runaway requirements If you’ve ever felt like your project was getting eaten alive by scope creep, this one’s for you. 👉 READ THE FULL ARTICLE NOW and let’s talk: What’s your best tip for stopping scope creep without blowing things up?

Saying "yes" feels right, but "no" can save your project. And also save your client’s trust. Last week I had a tough time with one of my clients. Firefighting with a last-minute high-priority request. → The request was outside the scope. → No one is trained to do it. → And, I need to deliver it next week. These unrealistic expectations are nothing new in project management. I had two choices to respond to this conversation: 1/ Say yes and rush to finish. 2/ Have a tough conversation and protect the project. I chose the second. It would have been easier to say: ↳ "I’ll move things around and figure it out." ↳ "It’s tight, but I’ll make it happen somehow." The first option feels easier. You want to be helpful. You want to be seen as a problem solver. But what happens when you agree to unrealistic expectations. Particularly the one that is unclear. → They lead to mistakes. → Mistakes lead to rework. → Rework leads to missed deadlines and broken trust. Here’s a better way to handle such situations: → Listen and acknowledge the urgency. → Explain the impact of rushing. → Offer a structured way to address the request. For example: "Let’s do this right, not just fast. If we rush, we’ll need to redo work later. Instead of squeezing it in, let’s reprioritize, consult the team and review the impact. Please submit a change request so we can assess it properly." Will it be uncomfortable? Yes, it will be. Will there be push back? Yes, there will be. But in the end, your client will respect the process. You’ll save your project from scope creep. The team will trust you. Difficult conversations aren’t about saying NO. They’re about setting clear expectations, so projects actually succeed.

Most projects don’t fail because of bad planning. They fail because someone says: “Can we just change this one little thing?” ...and suddenly your schedule, budget, and sanity are on the line. That’s where Integrated Change Control comes in. It brings structure, clarity, and keeps things from going off the rails. Here’s how it works 👇 1️⃣A Change Request Pops Up Could be about scope, cost, schedule, contracts, or even a “small” policy update. 2️⃣ Log It Every request goes into the Change Log. No memory games or mystery decisions later on. 3️⃣ Track with the Configuration Management System This keeps tabs on versions, technical details, and ensures changes are implemented properly—not just “discussed in a meeting.” 4️⃣ Inform the Change Control Board You’ll often hear: “Anything over $15K needs sign-off.” That group is your Change Control Board—the executives who say yes or no. 5️⃣Analyze the Impact What does this change affect? Scope? Budget? Timeline? Risk? Resources? Take a moment before saying “sure, why not.” 6️⃣ Approve, Reject, or Defer Make the decision official—no grey areas. 7️⃣ Update Everything ✅ Project Management Plan ✅ Documents ✅ Change Log Pro tip - always ask: “What else does this touch?” Sometimes the smallest changes have the biggest ripple effects. How do you handle change orders in your projects? Structured system—or organized chaos? P.S. For PMP topics, Joseph Phillips’ PMP Prep on Udemy is a great pick—clear and practical.

Change Orders Vs Variations Vs Claims 1.Change Orders Definition: A change order is a formal, written agreement between the project owner and the contractor to alter the original terms of the contract. It may involve changes in the scope of work, design, materials, timeline, or costs Common Causes: Design modifications, changes in project requirements, unforeseen site conditions, or requests from the owner. Process: The contractor submits a proposal detailing the impact of the change on the project cost and schedule. Once both parties agree, the contract is officially amended. Impact: Change orders often result in adjustments to the project schedule or budget, and they must be documented to keep both parties accountable. 2.Variations Definition: Variation refers to any change to the original scope of work described in the contract documents. The term is often used interchangeably with "change order," but it generally applies to changes in work details, materials, or specifications. Scope: Variations may be planned (new design element) or unforeseen (adjustments needed due to site conditions). Variations can lead to an increase, decrease, or no change in the contract sum Examples: Using a different type of material, altering the design, or changing the method of construction. Handling Variations: Variations must be evaluated to determine the impact on the project timeline and cost, and they often require formal documentation and approval. 3.Claims Definition: A claim is a formal request for additional compensation or an extension of time due to a perceived contract breach or an event beyond the contractor’s control. Claims are usually made when a party believes they have incurred a loss or extra costs due to the actions or inactions of the other party. Types of Claims Time Extension Claims Cost Claims Process: Claims typically require thorough documentation, including records of the event, impact analysis, and justification. If not resolved amicably, claims may lead to dispute resolution methods like negotiation, mediation, or arbitration. Key Differences 1.Change Orders Vs Variations. Both refer to changes to the original contract terms, but change order is a more formal term often used in U.S. contracts, while variation is common in contracts like those based on FIDIC. A change order usually results from a variation that has been agreed upon and documented 2.Claims vs. Change Orders/Variations. Change orders and variations are typically initiated by the owner or agreed upon by both parties as changes to the project. Claims, on the other hand, are initiated by one party (usually the contractor) seeking compensation or an extension due to a perceived contractual issue. Understanding these distinctions is crucial for effectively managing and documenting project deviations

𝗛𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗿𝗲𝘀𝗼𝗹𝘃𝗲 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁𝘀 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗮 𝗖𝗹𝗶𝗲𝗻𝘁 𝗮𝗻𝗱 𝘁𝗵𝗲𝗶𝗿 𝗘𝗥𝗣 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 𝗣𝗮𝗿𝘁𝗻𝗲𝗿? We received a call last week from a previous client who was happy with their ERP solution but dissatisfied with their ERP Implementation Partner. Despite a successful implementation, they were experiencing unresolved post Go-Live issues and wanted to change their ERP Partner. This situation raises an important question: What can you do when expectations diverge, and communication breaks down? 𝗢𝘂𝗿 𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗲𝗱 𝗥𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 1️⃣ 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝗸𝗲𝘆 𝗶𝘀𝘀𝘂𝗲𝘀 𝗰𝗼𝗺𝗽𝗿𝗲𝗵𝗲𝗻𝘀𝗶𝘃𝗲𝗹𝘆 to ensure the partner clearly understands all problems. 2️⃣ 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗮 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 𝗳𝗿𝗲𝗲𝘇𝗲 on customizations unrelated to addressing known issues. 3️⃣ 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝗮 𝗷𝗼𝗶𝗻𝘁 𝗿𝗲𝘃𝗶𝗲𝘄 𝘀𝗲𝘀𝘀𝗶𝗼𝗻 with both client and implementation partner present. Potentially involve an independent facilitator to ensure calm objectivity. 4️⃣ 𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗮 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗮𝗻𝗱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶z𝗲𝗱 𝗿𝗲𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻 that addresses both technical solutions and financial considerations. 5️⃣ 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝗱𝗲𝘁𝗮𝗶𝗹𝗲𝗱 𝗿𝗲𝗺𝗲𝗱𝗶𝗮𝘁𝗶𝗼𝗻 𝘀𝗰𝗵𝗲𝗱𝘂𝗹𝗲 with clear priorities, sequence, and resource requirements. 6️⃣ 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗽𝗲𝗿𝗶𝗼𝗱𝗶𝗰 𝗿𝗲𝘃𝗶𝗲𝘄 𝗰𝗵𝗲𝗰𝗸𝗽𝗼𝗶𝗻𝘁𝘀 to monitor adherence to the agreed plan. 𝗞𝗲𝘆 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗟𝗲𝗮𝗿𝗻𝗲𝗱 💡 Changing implementation partners mid-process typically increases costs as the new partner must familiarize themselves with the system and any customizations. 💡 Holding the current partner accountable helps control remediation costs. 💡 Implementing a Demand and Release Management Strategy for future functionality requests provides necessary control. 💡 Steering Committee support is essential for evaluating and approving any change requests. What advice would you give in similar situations? #erp #crm #cfo #ceo #erpproject #erpconsultant

In the PMP exam, change requests are handled differently in predictive and agile environments. Here’s a breakdown of both: ⸻ 1. Predictive (Waterfall) Environment In predictive approaches, changes are more controlled and formal because the scope, cost, and schedule are defined early. Process: 1. Change Request is raised – by stakeholders, team, or sponsor. 2. Change goes to the Change Control Board (CCB) – a formal group responsible for evaluating changes. 3. Impact Analysis is done – cost, time, risk, scope, quality. 4. Decision is made – approve, reject, defer. 5. If approved – update the project documents, baselines, and communicate the change. 6. Implement the change. Key PMP Processes: • Perform Integrated Change Control (Monitor and Control Process Group) • Configuration management and formal documentation are critical. ⸻ 2. Agile/Adaptive Environment In agile, change is expected and welcomed, especially from the customer. The team works in iterations (sprints), so changes are integrated more flexibly. Process: 1. Change is added to the product backlog – if it’s valuable. 2. Product Owner prioritizes it – based on business value. 3. Team picks it up in a future sprint – if time and capacity allow. 4. No formal CCB – the product owner is the main decision-maker. Key Points in PMP: • Agile promotes customer collaboration over contract negotiation. • Scope is flexible, time and cost are often fixed. • Change is managed through backlog refinement, sprint planning, and release planning.