Change Control Board: Members & Responsibilities

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  • 0:03 Change Control Board
  • 0:55 Members of Change…
  • 2:44 Types of Change Requests
  • 3:58 Example of CCB
  • 4:48 Lesson Summary
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Lesson Transcript
Instructor: Jagina McIntyre

Jagina has conducted professional training in communications and analytics for 12 plus years, with a a degree from Kent State University in Journalism and Communications.

Welcome to the change control board, where you will learn how a committee of employees can be empowered to successfully propel a project forward, even when facing continuous changes.

Change Control Board: Members and Responsibility

Have you ever started a project that had numerous changes before you could even get started? Did it seem like there was no clear way to identify what changes should be considered versus rejected? Did it feel like the project was spiraling out of control due to these changes? Well, a change control board might just be the element that was missing.

A change control board (CCB) is a group of individuals within the company that review and prioritize the change requests related to a project. This group can be as small as the project manager and the person who has sponsored the project, or as large as a committee of representatives who represent various functions within the organization. Some members can be directly impacted by the project, but it is not a requirement to be a member of the committee.

Members of Change Control Board

The strongest CCBs are small, which allow for quick decisions, but should at least be comprised of the following roles:

  • Program or project management - responsible for monitoring the overall project
  • Documentation - responsible for repository of information about project
  • Testing - reviews final results of project before release
  • Engineering or programming- responsible for creating deliverables
  • Customer support- responsible for interacting with consumer
  • Marketing- responsible for creating material consumers will see

An official CCB will have a scope of authority that indicates what changes the team has the ability to approve or deny before elevating to a higher authority. The authority should be defined based on budget limits and overall impact to the schedule. The CCB should have a chairperson who is assigned a scope of responsibility. This role should have the ability to break ties when voting on change requests and, in some cases, may have the ability to overrule the committee.

The CCB should meet routinely and place policies in place upfront, which identify key rules such as the number of people needed to pass a vote, how often the team will meet, the meeting setup, and how information from those meetings will be communicated to the company. The frequency of the meetings should be based on the size of the project. Each meeting should provide an open forum to review and discuss change requests. These requests can be compiled through a variety of sources like verbal communication, but often the most comprehensive option is a software system designed to capture all change requests.

Types of Change Requests

Project changes can typically be bundled into three types of groups:

  1. Required - necessary to meet the goals of the project, often occur due to missed opportunities when planning
  2. Scope changes - identified due to changes in the market, new information presented that was not available during planning, or new technology that will greatly improve the project results
  3. Not required - not necessary and will not greatly improve the project results

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