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Change requests approval by Project Manager

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Moloy Chakraborty Principal Project Manager| WSP UK LTD High Wycombe, Buckinghamshire, United Kingdom
When project manager approve or reject the change requests?
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Drake Settsu Project Manager / Blogger Hi, United States
I never approve a change request as a PM. I provide the impact of the change to the project timeline.
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1 reply by Moloy Chakraborty
Aug 31, 2018 11:36 PM
Moloy Chakraborty
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If Project Manager part of the Change Control Board then what?
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Nevine Soliman Project Manager | Cynthia Zahrouk Architects Burlington, Ontario, Canada
The PM should analyze the impacts of change on the project time, budget and provide recommendations on the change order according to the change management plan.
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Moloy Chakraborty Principal Project Manager| WSP UK LTD High Wycombe, Buckinghamshire, United Kingdom
Aug 23, 2018 3:39 AM
Replying to Drake Settsu
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I never approve a change request as a PM. I provide the impact of the change to the project timeline.
If Project Manager part of the Change Control Board then what?
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Asif Raja Ontario, Canada
Well, I agree with Mansour, except that CR is approved by the PM. There must be a CCB in each organization, that has the authority to approve, reject, or defer any submitted CR. PM may or may not be a member of the change control board.
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Thomas Walenta Global Project Economy Expert Hackenheim, Germany
I have seen project-specific CCBs.
And a hierarchy of CCBs, depending on the decision power.

As such, the lowest level of CCB decision power could lie with the PM or the architect or a group of SMEs (in a SAP rollout in Russia we had a full day of CCB session each week, and all functions (finance, sales, logistics etc) involved sent their representatives and made decisions.

Then if schedule or cost are touched and require a baseline update, a CCB on Steering Committee level could be involved.

If contract changes are expected, then even a level above Steering Committee, e.g. the company Executive Board.

Thomas
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Peter Rapin Subject Matter Expect; Project Delivery| Independent Consultant Ontario, Canada
In my opinion the PM is responsible and accountable for delivering the project defined in the Charter. he may be authorized to change the process by which the project is delivered but not the actual deliverable. If anything the PM should resist requests for changes knowing that the changes will typically result in adverse effects on the project deliverable. He should be involved in developing the business case for the proposed change making sure that project delivery impact is recognized and mitigated.

In my experience if the PM is too flexible with project changes and is prepared to modify delivery processes without push-back he risks establishing a precedent with ultimate loss of control and project failure. As a PM always insist on change validation (business case), acknowledgement (and allowance) of project impacts (time, money, quality) and clear authorization before embarking on any change.
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