The

project's specialist products

The result of the change derived from

using the project's outputs

The

reason for the project

A measurable improvement that is

perceived as an advantage by one or more 

It

involves cross-functional teams

It

is considered low risk

It

maintains business as usual

It

avoids stresses and strains between organizations

When

the project's outputs will be delivered

Which

primary stakeholder interests will be represented

When

the project's progress will be reviewed

Which

of the six tolerance areas will be included

Define

a change authority

Request

a product status account

Agree

acceptable corrective actions

Establish

a change budget

Project

board and change authority

Project

manager and team manager

.

Project manager and project support

Executive

and project manager

The

chosen option must provide value for money

The

justification for compulsory projects does not need approval

There

must be no change to the reasons for a project

A formal business case document is

mandatory

Prepare

a variance report

Call

a meeting of the change control board

Postpone the modification until a separate enhancement

project is funded after this project is completed according to the original

baseline

Change

the scope baseline

Baseline the project deliverables

Describe

the means of communication for the project

 Implement responses for opportunities

Identify

activities and dependencies

Interpreting

Manipulating

the conversation

Speaking clearly

Listening