Change Control Process for Projects

This document provides a structured, and formal process for managing all changes to a
construction project's baseline scope, schedule, and budget. The process is designed to be a
cornerstone of project governance, ensuring that all modifications are thoroughly evaluated,
formally approved by key stakeholders, and documented to maintain project integrity and
provide a complete audit trail.

1. Introduction and Purpose

The primary objective of this process is to prevent uncontrolled or undocumented changes (often
referred to as "scope creep") that can lead to cost overruns, schedule delays, and disputes. By
establishing clear roles, responsibilities, and a systematic flow, this process ensures that every
change is a conscious and approved decision that is understood by all parties.

2. Scope
This process is mandatory for any change that alters the original, approved contract documents.
This includes, but is not limited to:

 Design & Engineering Changes: Modifications to architectural, structural, civil, or

MEP (Mechanical, Electrical, and Plumbing) drawings and specifications.
 Requests for Information (RFIs): If an RFI response necessitates a change to the scope
of work, it must be formally processed through this change control system.
 Site Conditions: Changes required due to unforeseen or differing site conditions (e.g.,
discovery of unsuitable soil, utilities not shown on drawings).
 Material Changes: Any substitution of specified materials, equipment, or finishes.
 Schedule Adjustments: Revisions to the project's critical path, key milestones, or the
overall completion date.
 Stakeholder Requests: Changes initiated by the client, project owner, government
agencies, or the General Contractor.
3. Key Roles and Responsibilities
The success of this process hinges on clear, non-overlapping responsibilities.

Role Core Responsibilities

Initiates the process by submitting a formal Change Request (CR) and
Change Requester
providing all required supporting documentation and justification.
The central point of contact for the entire change process. Receives and logs
Project Manager CRs, coordinates the impact analysis with relevant teams, and prepares the
case for the Project Review Board.
An administrative role responsible for tracking all CRs in a centralized log,
Change Control
ensuring all fields are complete, and scheduling Project Review Board
Coordinator
meetings.
The ultimate authority for approving or rejecting changes. The PRB is
Project Review composed of the following key stakeholders: <br/> • Client/Owner's
Board (PRB) Representative <br/> • Architect/Engineer of Record <br/> • General
Contractor's Project Manager <br/> • Legal/Contract Representative
Cost Estimator /
Develops a detailed, line-item cost breakdown for the change, including
Quantity
labor, materials, and equipment.
Surveyor
Analyzes the impact of the change on the master project schedule,
Project Scheduler
identifying new dependencies or critical path shifts.
Site Supervisor / Oversees the physical execution of the approved change on site and ensures
Implementer work is performed in accordance with the revised documents.
Quality Control / Verifies that the completed work meets all quality standards and
Inspector specifications outlined in the approved Change Order.

4. Change Management Process Flow

The process is a sequential, multi-stage workflow designed to be as efficient as possible while
maintaining rigor.

Step 1: Change Request (CR) Submission and Initial Logging

Any individual or entity proposing a change must complete and submit a formal Change Request
form. This form is the official starting point of the process.

Required Information on the CR Form:

 CR Number: A unique, sequential identifier (e.g., CR-2025-001).

 Date of Request: The date the CR was submitted.
 Change Requester: Name, title, and company.
 CR Title: A brief, descriptive title (e.g., "Relocate Main Electrical Panel on Floor 3").
 Detailed Description: A comprehensive explanation of the proposed change.
  Justification: The compelling reason for the change (e.g., "To accommodate new
equipment specified by the client," "To mitigate a newly discovered safety hazard").
 Impacted Documents: List all affected drawings, specifications, submittals, or
schedules.
 Supporting Documentation: Attach all relevant backup information (e.g., sketches,
photos, new product data sheets, RFIs).

The Project Manager or Change Control Coordinator logs the submitted CR into the central
tracking system and assigns it a status of "Submitted."

Step 2: Impact Analysis and Detailed Pricing

Upon receiving a valid CR, the Project Manager initiates a full impact analysis. This is a
collaborative effort involving various project teams.

A. Schedule Impact Analysis:

 The Project Manager and Project Scheduler analyze how the change will affect the
project timeline.
 A "time impact analysis" (TIA) is performed, identifying any changes to the project's
critical path.
 The analysis must quantify the number of days the project schedule will be extended or
accelerated.

B. Budget Impact Analysis and Pricing:

 The Cost Estimator prepares a detailed, transparent cost breakdown. This is more than a
single number; it is a full estimate.
 Elements of the Cost Breakdown:
o Labor: Man-hours and rates for each trade (e.g., carpentry, electrical, plumbing).
o Materials: Itemized list of new or changed materials with unit costs and
quantities.
o Equipment: Rental costs for any necessary heavy machinery or tools.
o Sub-contractor Costs: Quotes from sub-contractors for their portion of the work.
o Markup: The General Contractor's markup for overhead, profit, and risk.
 The analysis must clearly state whether the change results in a net increase or decrease to
the total contract value.

C. Technical & Quality Impact Assessment:

 The Project Manager, in consultation with the Architect/Engineer, assesses the change's
effect on the project's technical specifications and quality standards.
 This includes reviewing potential clashes with other building systems, code compliance,
and the overall functionality of the final product.

Step 3: Project Review Board (PRB) Review and Approval

Once the full impact analysis is complete, the Project Manager compiles a comprehensive packet
and presents it to the Project Review Board.

PRB Meeting Agenda:

1. Review of CR: A brief summary of the proposed change and its justification.
2. Presentation of Impacts: The Project Manager presents the detailed schedule, budget,
and technical impacts.
3. Discussion and Questions: Board members discuss the pros and cons of the change,
asking questions of the Project Manager and other relevant parties.
4. Decision: The PRB makes a formal decision by consensus or vote.
o Approve: The change is accepted. This decision triggers the creation of a formal
Change Order.
o Reject: The change is denied, and the reason for rejection is documented in the
minutes.
o Defer: The change is put on hold, pending more information or a more suitable
time to implement it.

Step 4: Formal Change Order (CO) Issuance and Documentation Update

A formal Change Order is the legal document that authorizes the change. It must be prepared and
signed by all relevant parties before any work begins on site.

Elements of a Change Order:

 CO Number: A unique, sequential identifier linked to the CR.

 Referenced CR: The Change Request number(s) to which the CO applies.
 Description of Change: The official, approved description of the work.
 Schedule Impact: The officially approved extension or acceleration of the project
schedule.
 Cost Impact: The officially approved net change to the contract value.
 Signatures: Signatures from all PRB members, including the Client/Owner and General
Contractor.

Upon signing the CO, all affected project documents must be updated immediately. The
revisions must be clearly marked with revision numbers and dates. Outdated documents are
archived or labeled "Superseded." The Project Manager updates the master project schedule and
budget to reflect the new baseline.

Step 5: Implementation, Verification, and Final Sign-off

The Site Supervisor is responsible for implementing the change on site according to the updated,
signed plans.

 Implementation: The work is performed, and progress is logged.

  Verification: Once the work is complete, the Quality Control/Inspector inspects the work
against the revised specifications.
 Final Sign-off: The Client/Owner and/or their representative performs a final inspection
of the change and provides a formal sign-off, confirming the work meets their
expectations.

Step 6: Closure and Archival

The Project Manager formally closes the CR in the tracking system. A complete, final package is
prepared for archival.

Archival Package Contents:

 The original Change Request (CR).

 The full impact analysis and pricing documentation.
 The signed Change Order (CO).
 Minutes from the PRB meeting.
 All revised drawings, specifications, and schedules.
 The final verification and sign-off forms.

5. Reporting and Auditing

The Project Manager is responsible for generating regular reports on the status of all CRs. These
reports are presented to the project leadership team. Periodic audits of the change control process
ensure compliance and identify areas for improvement.

6. Glossary of Terms
 Change Request (CR): The formal document used to propose a change.
 Change Order (CO): A legal document that modifies the original contract, reflecting an
approved change in scope, schedule, or cost.
 Project Review Board (PRB): The committee responsible for reviewing and approving
changes.
 Request for Information (RFI): A formal question or clarification submitted by a
contractor or designer.
 Time Impact Analysis (TIA): The process of analyzing the effect of a change on the
project schedule's critical path.
Step 1: Change Request (CR) Submission
and Initial Logging
 Step 2: Impact Analysis and Detailed
Pricing

Step 3: Change Control Board (CCB)

Review and Approval

Reject Approve Defer

Step 4: Formal Change Order (CO)

Issuance and Documentation Update

Step 5: Implementation, Verification, and

Final Sign-off

Step 6: Closure and Archival