proj_578 course project

7/29/2019 PROJ_578 Course Project

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America the BeautifulKeeping it Safe

Prepared for: Robert Kenmore

Prepared by: The B Team

PROJ_587: Advanced Program Management

23 February 2013

Table of Contents

Introduction .............................................................................................................. 2

Strategic Plan ........................................................................................................... 2

Strategic Capacity Plan ............................................................................................ 3

Portfolio Management Process ................................................................................ 4


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Project Selection Criteria ......................................................................................... 9

Program Management Plan .................................................................................... 11

Plan to Identify and Resolve Problems .................................................................. 13

Change Management Plan ..................................................................................... 15

Resource Utilization Plan....................................................................................... 18

Summary ................................................................................................................ 20

References .............................................................................................................. 21

Appendices ............................................................................................................. 22

Introduction

Today, our fellow citizens, our way of life, our very freedom came under attack in a

series of deliberate and deadly terrorist attacksThis is a day when all Americans from every

walk of life unite in our resolve for justice and peace. America has stood down enemies before,

and we will do so this time. None of us will ever forget this day. Yet, we go forward to defend

freedom and all that is good and just in our world. President George W. Bush spoke these and

other words to the United States of America and the world immediately after the terrorist attacks


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on September 11, 2001. Roughly one year after this appalling attack the Homeland Security Act

of 2002 established the Department of Homeland Security (DHS), bringing together 22 separate

federal agencies, primarily to prevent terrorist attacks within the United States (About, 2012).

Over the almost 10 years since the inception of the DHS, the Department has grown

considerably, employing over 240,000 citizens, creating and implementing projects across a

wide-range of duties to keep America safe (About, 2012). Efficiency is a key to making any

organization successful. In this day and age of drastically reduced government spending, it is

imperative that the DHS develop a solid Portfolio Management Plan to ensure its primary goals

are fulfilled to ensure their vision and missions are indeed met.

Strategic Plan

From the Department of Homeland Securitys Strategic Plan for Fiscal Years 2012-2016,

the vision of the DHS is to have A homeland that is safe, secure, and resilient against terrorism

and other hazards. The overall mission of the DHS is to lead efforts to achieve a safe, secure,

and resilient homeland through the following sub-missions: (1) prevent terrorism and enhance

security, (2) secure and manage our borders, (3) enforce and administer our immigration laws,

(4) safeguard and secure cyberspace, and (5) ensure resilience to disasters (Department of

Homeland Security, 2011). Each of these sub-missions or goals includes a list of principal

methods for attaining these goals for the DHS.

Terrorism shall be prevented and security enhanced by preventing terrorist attack,

preventing unauthorized acquisition or use of chemical, biological, radiological, and nuclear

materials and capabilities, and managing risks to critical infrastructures, key leaders, and events

(Department of Homeland Security, 2011). Securing and managing United States borders

includes air, land, and sea borders as well as safeguarding lawful trade and travel as well as


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disrupting and dismantling transnational criminal organizations (Department of Homeland

Security, 2011). Enforcement and administration of immigration laws is supported by

strengthening and effectively administering the immigration system and preventing unlawful

immigration (Department of Homeland Security, 2011). Cyberspace is to be safeguarded and

secured by creating a safe, secure, and resilient cyber environment and promoting cyber security

knowledge and innovation (Department of Homeland Security, 2011). Finally, resiliency to

disasters will be ensured by mitigating hazards, enhancing national preparedness through a

whole community approach to emergency management, providing effective emergency response,

and rapidly recovering from catastrophic events (Department of Homeland Security, 2011). All

of these sub-missions, in conjunction with providing essential support to national and economic

security while maturing and strengthening DHS and the enterprise of homeland security are

expected to meet the goal of achieving a safe, secure, and resilient homeland (Department of

Homeland Security, 2011).

Strategic Capacity Plan

The Department of Homeland Security uses an Integrated Investment Life Cycle Model

to successfully execute the planning, programming, budgeting, and execution cycle. This model,

shown in Figure 1 below, when combined with three short-term priority goals, makes up the

strategic capacity plan for the DHS.


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Figure 1

These priority goals mentioned by the DHS involve strengthening aviation security

counterterrorism capabilities, improving the efficiency of the process to detain and remove

criminal illegal immigrants, and ensuring resiliency to disasters (Department of Homeland

Security, 2011). As these are the priority goals for the DHS, projects involving these three

mission sets should have resources matched to them prior to being affixed to other projects. As

projects and portfolios are proposed and developed, the DHS works through their Integrated

Investment Life Cycle Model to create, allocate, and match projects and resources appropriately

to ensure their missions will be met. This model includes ensuring the mission needs are being

met, trade-offs and alternatives are assessed, and affordability and appropriate timing are being

considered prior to allocating resources (Department of Homeland Security, 2011).

Portfolio Management Process

Project Portfolio Management (PPM) is an enterprise-wide process, involving a wide

range of participants. PPM is also an extremely visible and sensitive process. How well this

process is executed will have the greatest possible impact on the viability and success of DHS,

for an extended time.

Level of Participation


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PPM does not only have a wide breadth across DHS, requiring a wide range of

participation, but it also has a large depth throughout the hierarchy. At the upper end, the

leadership and direction must come from the very highest levels of the enterprise. Titles such as

Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Financial Officer (CFO),

and the Chief Information Officer (CIO) are common. The key factor here is to identify the parts

of the organization that have major stakeholder responsibility and make sure that their leaders are

part of the PPM leadership (Chertoff, 2007).

The PPM Governance Council

One of the impediments to having a PPM process is that most of the people mentioned

above each have their specific territories to oversee. They typically are not motivated to focus

particularly on PPM, or to have the specific skills, practices, and tools to participate fully in this

important function. So while this senior management group must carry full responsibility for

PPM and approve all major decisions, the process can be centered just below this level. This

would be, for lack of a better name, the PPM Governance Council. The Governance Council can

consist of any of the senior positions noted above or high-level designated representatives of

these officer-level personnel. It is the PPM Governance Council that is charged with the

responsibility for the key decisions that affect the project portfolio (Chertoff, 2007).

The senior officers, in adopting a PPM process, must provide the overall leadership of the

process. In this regard, the CEO, with the support and participation of other key officials, will

announce the implementation of the PPM process. A PPM charter declaration will be issued,

explaining the need for, and purpose of, the PPM process, the roles of all participants, and the

makeup of the initial Governance Council. The PPM charter declaration will also spell out the


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specific responsibilities of the Governance Council and note when the Governance Council must

elevate issues and decisions to upper management (Chertoff, 2007).

The PPM Governance Council will meet and communicate regularly, working with the

Project Management Office (PMO), to ensure that the information needed to select projects and

manage the pipeline is available and that decisions are made based on this data. PPM is a process

that brings together the projects and the operations sides of the DHS. The operations side,

consisting of the general business departments, plus the financial, strategic, and tactical planning

functions, is represented by the PPM Governance Council. The projects side is represented by

the PMO (Chertoff, 2007).

The PMO is responsible for the oversight of all projects. This includes monitoring project

accomplishments against established criteria and advising the Governance Council of status and

issues that would affect the planned benefits of any project. The placement of any project in the

portfolio was based on a set of expectations of the value of the project, the potential contribution

of the project to the welfare of DHS, and the expected impact on, and use of, DHSs resources.

Whenever any of these expectations are compromised, due either to poor schedule or cost

performance, technical impediments, reduced technical performance, etc., the PMO will prepare

a report and recommendations for consideration by the Governance Council (Chertoff, 2007).

The Governance Council, coordinating with the PMO, will need to re-evaluate the effect

of the situation on revenues and cash flow, as well as review risk issues, project priority, and

support for strategic initiatives. It is the Governance Council that then has the responsibility to

decide if the affected project should be terminated, delayed, or continued under a revised set of

expectations (Chertoff, 2007).

Integration


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opportunities management system, should be integrated with the PPM process. Figures 2-6

below graphically depict the entire PPM process (Project Management Process Guidelines

Flowchart, 2012).

Figure 2

Figure 4

Figure 3


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Project Selection Criteria

The evaluation of various needs or opportunities and then deciding which of these should

move forward as a project to be implemented is what project selection is all about. They can be

both quantitative and qualitative. To increase the chance of making the best decision that will

result in the greatest overall benefits, DHS ensures that they have a well-understood evaluation

process and a well-rounded evaluation and selection committee (Department of Homeland

Security, 2011).

In order to get various viewpoints, it is important to have several individuals involved in

the evaluation and selection decision committee. Each person on the committee should have

different backgrounds and experiences to bring to the decision making process. The committee

may be made up of individuals from different departments such as marketing, who knows

consumer preference; someone from finance, who knows cost and the companys financial

Figure 5 Figure 6


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condition; someone from production, who understands what process and equipment changes may

be needed; someone from research and development, who can provide expertise on how much

additional technology development may be required; and someone from human resources to

represent any impact on the work force or the community. Although the final decision may be

the responsibility of the department head, the project selection will still be based on a

combination of qualitative factors. Having a well understood evaluation and selection process

and a well-rounded committee will increase the chances of making the best decision resulting in

the greatest overall benefits (Gido & Clements, 2008).

The steps in project selection criteria include developing a set of criteria against which

the opportunity will be evaluated; gathering data and information about each opportunity; listing

assumptions about each opportunity; and evaluating each opportunity against the criteria.

Sometimes the opportunities and needs may not all be similar, they could be very different and

all compete for a companys resources.

1.) Develop set criteria against which the opportunity will be evaluated. These criteria willprobably include both quantitative and qualitative factors. Each opportunity might be

evaluated against the following criteria:

1.1) Alignment with departmental goal1.2) Investment required and expected time frame1.3) Human resources impact

2.) Gather data and information for each opportunity to help ensure an intelligent decisionregarding project selection. In addition to gathering data, it may also be necessary to

obtain other information regarding each opportunity; this could include getting

information from various stakeholders who would be affected by the opportunity.


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Methods of gathering this information could include surveys, focus groups, interviews, or

analysis of available reports.

3.) List assumptions that will be used as the basis for each opportunity.4.) Evaluate each opportunity against the criteria. Once all the data and information has been

collected, analyzed and summarized for each opportunity, it should be given to all

individuals who are responsible for performing the evaluation (Gido & Clements, 2008).

The next step after the decision has been made regarding which opportunity or

opportunities to pursue is to prepare a request for proposal if it is expected that a contractor or

consultant will be hired to perform the project (Gido & Clements, 2008).

Program Management Plan

A program is defined as a group of related projects managed in a coordinated way to

obtain benefits and control not available from managing them individually. Programs may

include elements of related work outside the scope of the discrete projects in the program. This

Program Management Plan unites the Department's efforts behind five key missions: to secure

our country from terrorist threats and enhances security; secure our borders; enforce our Nation's

immigration laws; secure cyberspace; and build resilience to disasters. This plan also outlines a

complementary effort to align DHS's programmatic activities and organizational structure to

better serve those missions and goals. The Plan also continues the Department's efforts to

prioritize frontline operations while maximizing the effectiveness and efficiency of every

taxpayer dollar we receive (Department of Homeland Security, 2011). Program management, is a

persistent strategic decision management process, rich in change and aimed at the effectiveness

of solutions (Morris & Pinto, 2007).

Quality


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This project management plan is most concerned with the allocation, usage and direction

of both human and technical resources in accordance with the Program Management Office and

the guidance of higher authorities within the Department of Homeland Security.

It is the Program Managers responsibility to ensure that the work effort archives the

outcome outlined in the corporate strategies. This will involve setting and reviewing objectives

coordinating activities across projects and overseeing the integration and use of other

governmental assets.

Scope

The program management plan will possess two important characteristics that will be the

most suitable approach to ensure successful application of strategies. First, program management

is a cyclic process which will enable regular assessment of projects and evaluates emergent

opportunities of strategies. Secondly, interdependencies of the projects will ensure strategic

alignment and delivery of strategic benefits.

Schedule

Program managers will measure the success of this plan as a cumulative effort of the

projects with in their prospective programs. This plan will be used as an integrated representation

of planned activities and the results of their individual project success.

The programs covered by this plan are ongoing or long-term and are subjected to both

uncertainty and ambiguity. They require a strategic decision management model, taking into

account a strategic perspective, organizational effectiveness, a systems view, and a learning

approach. Based on the constant changing environments we are faced with in the expanse of

security our program must be flexible also, allowing for quick adaptation of new paradigms and

swift reaction to threats. In a program management context, strategy is essentially the


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organization's response to external or internal pressures to change (Morris & Pinto, 2007). This

program management plan will fall short as a strategic decision management process if this

organization implements programs without taking into account the different aspects of the

projects it governs and the people performing the mission, if it does not adequately quantify

expected benefits or link them to project deliverables, or if there is a loss of focus of stakeholder

expectations over time. It is incumbent upon the program manager to keep all stakeholders

updated and maintain a constant influx of information from the field (Morris & Pinto, 2007).

Plan to Identify and Resolve Problems

Conflict in project management is inevitable. The cause of conflict in team projects can

be related to differences in values, attitudes, needs, expectations, perceptions, resources, and

personalities. Proper skills in dealing with conflict can assist project managers and other

organization members to handle and effectively resolve conflicts which can lead to a more

productive organization as a whole.

Avoiding stakeholder conflict

By looking over a few examples of where conflicts between different stakeholders can

occur, it can be seen that for many businesses, how they handle these conflicts is an important

part of their business. Get it right and the business is able to progress and grow. Get it wrong and

it could spell problems for the business. Because of this, active stakeholder participation is

important.

People are not very good at defining, particularly in detail, what they want. However,

people are fairly good at indicating what they think they want and then, when an option is

presented to them, what they like and don't like about it. In other words, we need to work with

our stakeholders to identify what they think they want, produce something which reflects that


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understanding, get feedback from them, and then update our solution to reflect our improved

understanding. The implication is we need to work in a more evolutionary and collaborative

manner if we're to provide solutions which reflect our stakeholders actual needs, and to do that

we must work closely and regularly with stakeholders (Ambler, 2010).

Avoiding team conflict

For any organization to be effective and efficient in achieving its goals, the people in the

organization need to have a shared vision of what they are striving to achieve, as well as clear

objectives for each team, department, and individual. Its also important to have ways of

recognizing and resolving conflict amongst people so that conflict does not become so serious

that cooperation is impossible (Townsley, 2011).

All members of any organization need to have ways of keeping conflict to a minimum

and of solving problems caused by conflict before conflict becomes a major obstacle to your

work. This could happen to any organization. If the team lacks good groundwork for what it's

doing, its members will not be able to coordinate their work. Three areas important while

managing conflict are people resources, cost overruns, and schedules.

People Resources

If the team does not have enough resources to do the job, it is inevitable that some will

carry too heavy a load. Resentment, often unexpressed, may build, so it is crucial that team

leaders ensure adequate resources.

Cost overruns

Often inevitable, cost overruns become a problem when proper measures are not taken.

The whole team should know early on when cost becomes a problem so additional funding can


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be sought by the team. This way the problem can be resolved before it grows into a problem for

management.

Schedules

The schedule is highly consequential to the team's project and should be highly visible.

All members should be willing to work together to help each other meet their deadlines (Conflict

Management, 2010).

Conflict in project management is not necessarily unfavorable when properly managed.

Several advantages have been identified such as increasing personal growth and morale,

enhancing communication, and producing better project outcomes. However, conflict can be the

decline of an organization if it is not effectively managed. The challenge for organizational

leaders and project managers is to try to maintain the right balance and intensity of conflict in

project management. By utilizing project management principles, understanding the dynamics of

conflict, and learning approaches to conflict resolution, managers will be able to establish an

environment in which creativity and innovation is encouraged and project goals are

accomplished.

Change Management Plan

The Change Management Plan documents and tracks the necessary information required

to effectively manage project change from project inception to delivery. The Change

Management Plan should be created during the Planning Phase of the project. Its intended

audience is the project manager, project team, project sponsor and any senior leaders whose

support is needed to carry out the plan. All changes in the change process must be value-based.

This signifies that, because the program's specific objectives and actions are very likely to be

modified as it progresses, emergent opportunities and threats are to be evaluated on a regular


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basis, as well as the capacity and capability of the program organization to respond to them

(Morris & Pinto, 2007).

Process

The Change Management process establishes an orderly and effective procedure for

tracking the submission, coordination, review, evaluation, categorization, and approval for

release of all changes to the projects baselines. Approved change requests are scheduled for

implementation by the project team. Approved change requests are the documented, authorized

changes to expand or reduce project scope. Approved change requests may require

implementation of preventive or corrective actions (Project Management Institute, 2008).

Change Request Process Flow Requirements

The Change Request Process Flow, depicted in Figure 7 will be an important part of the

Program management process. All changes should be value motivated. The submittal of the

request should indicate the problem, the solution and answer the question how it will affect the

project, as in the following process: A submitter will complete a Change Request (CR) Form

(Appendix A) and send a copy to the assigned change manager (Centers for Disease Control and

Prevention, 2012). Where no change manager is assigned the project manager will process the

CR. The change manager enters the CR into a Change request log. A change log is (Appendix

B) used to document changes that occur during a project (Project Management Institute, 2008).

This form will be used to track and update the status of the change throughout the process. The

change manager will notify all stakeholders, project manager and necessary team members to

evaluate and provide an estimated level of effort to process and develop a solution for the

suggested change. The change manager will then submit the process to the change review board


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that approves or disapproves the change. If approved the project manager makes the necessary

adjustments to carry out the change and communicate the CR status to stakeholders.

Generate CR Evaluate CR Authorize CR Implement CR

Log and report all update on CR status

Evaluating and Authorizing Change Request

In order to evaluate and prioritize a change request the priority and type of change will be

taken into consideration. Change request will be evaluated using the following priority criteria:

Priority Description

High Changes that significantly affects success of the project along with time cost and scope

within a 10% deviation from baseline.

Med Changes that effect time, cost and scope within 5% deviation from baseline.

Low Changes that dont affect baseline but improves quality process.

Basic Any other changes that can be approved by the project manager on the spot but still

must be reported and monitored.

Change Control Board

A change control board is responsible for meeting and reviewing the change requests and

approving or rejecting those change requests. The roles and responsibilities of these boards are

clearly defined and are agreed upon by appropriate stakeholders. All change control board

decisions are documented and communicated to the stakeholders for information and follow-up

actions (Project Management Institute, 2008). Subject matter experts may be used to assess the

validity of the change and provide input to its outcome. Unless otherwise noted, changes will be

approved, rejected, or parked within 15 days of submission to the change decision maker. The

decision maker may also request further evaluation.

Figure 7


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Integration

If a change request is deemed feasible but outside the project scope, its approval requires

a baseline change. If the change request is not deemed feasible, the change request will be

rejected or sent back to the requester for additional information (Project Management Institute,

2008). The change manager will update project documentation for significant changes only. A

running summary of changes will be posted to the project change log. Change requests are

processed according to the change control system by the project manager or by an assigned team

member. Approved change requests will be implemented by the change manager. The status of

all changes approved or not, will be updated in the change request log as part of the project

document updates (Project Management Institute, 2008).

Communication

The project team will be notified of changes through an established communications plan

as all changes are approved during the next project team meeting. Other stakeholders will be

notified of changes in the monthly project status report.

Resource Utilization Plan

A Resource Utilization Plan summarizes the level of resources needed to complete a

project. A properly documented Resource Plan will specify the exact quantities of labor,

equipment and materials needed to complete the project. This Resource Utilization Plan also

helps you gain approval from the sponsor, ensuring their buy-in. It is created during the resource

planning phase of the project. Anyone responsible for project resource management will need to

create a comprehensive resource plan to ensure that all of the resources needed to complete the

project are identified.Resource planningpractices also helps with budgeting and forecasting

project expenditure. Employees are considered the most valuable assets of an organization. The


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ability to deploy employees effectively against projects enables organizations to utilize and

maximize employee productivity. For this, project managers need an efficient system to place the

appropriate employees in the right teams at the right time.

Resource utilization plans identify all of the resources required to complete a project

successfully, enabling the identification of the quantity of labor, equipment and materials needed

to deliver the project. A resource schedule is then needed, enabling the planning of consumption

of each type of resource, ensuring enough resources to complete the project. Some other benefits

of resource utilization plan are increased profitability by optimizing utilization and minimizing

bench time, generating goodwill and loyalty among staff that translates to competitive

advantages in recruiting and retaining the best talent, increased accuracy of resource planning

and forecasting, saved time assigning resources to projects, and creating a detailed resource

utilization schedule.

To ensure that resource utilization activities are performed, there are some steps the

project manager needs to take, because the objective is not just to see that activities are

completed but also to ensure that they are completed within the allocated time, functionality is

completely achieved and the output is defect-free. Therefore, it is necessary to follow up the

work being performed by the human resources periodically and provide necessary guidance to

ensure that work is performed diligently. Some of the steps include:

(1)Ensure that the resources are trained for the work allocated to them.(2)Provide quality assurance for the completed work on time.(3)Provide the right tools and techniques that assist the team members in completing their

allocated work quickly and without defects.


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(4)Give clear instructions, achievable targets, and provide expert assistance, whennecessary.

Summary

An effective Portfolio Management Plan, as depicted in this paper, is essential to

fulfilling the Department of Homeland Securitys mission and ultimately achieving its vision of

A homeland that is safe, secure, and resilient against terrorism and other hazards (Department

of Homeland Security, 2011). The portfolio management process is imperative in developing a

re-usable model for running everything while project selection criteria give program managers a

starting point for more easily selecting desirable projects to meet company goals. Having a solid

program management plan is yet another recurring process that helps move projects along in a

predictable, efficient manner. Conflict can quickly dismantle an otherwise good project, making

the identification and resolution of conflict a priceless factor of portfolio management. Like

conflict, or another huge source of conflict, change in an organization can cripple projects,

making the management of change a necessary consideration. Finally, utilizing resources

properly across projects ensures the highest level of benefits and value is achieved with available

resources. Without the proper use of all of these factors essential to this Portfolio Management

Plan, mission and ultimately vision success would be limited. Through the use and application of

what is suggested in this paper, America can be safe, secure, and resilient against terrorism and

other hazards.

References


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Conflict Management. (2010). Retrieved from

http://www.etu.org.za/toolbox/docs/building/conflict.html

Department of Homeland Security. (2011). Retrieved from Department of Homeland Security Strategic

Plan Fiscal Year 2012-2016: http://www.dhs.gov/xlibrary/assets/dhs-strategic-plan-fy-2012-

2016.pdf

About. (2012, March 12). Retrieved from Department of Homeland Security: http://ww.dhs.gov/xabout/

Centers for Disease Control and Prevention. (2012, August 17). Retrieved from CDC Change Management

Plan Template: http://www.cdc.gov/

Project Management Process Guidelines Flowchart. (2012). Retrieved from Virginia Polytechnic Institute

and State University: http://www.itplanning.org.vt.edu/pm/processflow.html

Resource Plan. (2012, August 15). Retrieved from Method 1 2 3: Empowering Managers to Succeed:

http://www.method123.com/resource-plan.php

Ambler, S. W. (2010).Active stakeholder participation: An agile best practice. Retrieved from

http://www.agilemodeling.com/essays/activeStakeholderParticipation.htm

Chertoff, M. (2007, March 15). Department of Homeland Security: Management Directives System.

Retrieved from Acquisition Community Connection: https://acc.dau.mil/adl/en-

US/252012/file/39917/MD_0007.1.pdf

Gido, J., & Clements, J. P. (2008). Successful Project Management. Western Educational Publishing.

McDonough, M. (2010, June 13). Utilization Activities in Project Management. Retrieved from Bright Hub

Project Management: http://www.brighthubpm.com/resource-management/19356-utilization-

activities-in-project-management/

Merkhofer, L. (2002). Best-practice Project Portfolio Management. Retrieved from Priority System:

http://www.prioritysystem.com/reasons6b.html

Morris, P. W., & Pinto, J. K. (2007). The Wiley Guide to Project, Program, and Portfolio Management.

Hoboken: John Wiley & Sons.

Project Management Institute. (2008).A Guide to the Project Management Body of Knowledge, 4th

Edition. Newtown Square: Project Management Institute, Inc.

Townsley, C. A. (2011). Resolving conflict in work teams. Retrieved from

http://www.innovatieteambuilding.co.uk/pages/articles/conflicts.htm

Appendix AChange Request Form


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SUBMITTER - GENERAL INFORMATION

CR#

Submitter Name

Brief Description of

Request

Date Submitted

Date Required

Priority Low Medium High Basic

Reason for Change

Other Artifacts

Impacted

Assumptions and Notes

Attachments or

References

Yes No

Link:

INITIAL ANALYSIS

Hour Impact

Duration Impact

Schedule Impact

Comments

Recommendations


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CHANGE CONTROL BOARD - DECISION

Decision Approved Approved

w/Conditions

Rejected More Info

Decision Date

Decision Explanation

Conditions

(Centers for Disease Control and Prevention, 2012)


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Appendix B

Change Management Log

Change Management Log

CR#

Project

Name

Project

Manager

Date

Received

Current

Status

Priority Change Description Actions Impact

Final Outcome

(Project Management Institute, 2008)

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