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As we progress the premise that formal change control and change control requests are of no use or benefit, we need to look at the conventional process of change control planning. However, if you do not have change control you have no change control to plan and therefore you have no need for change control plans.

The objective here is not to be controversial or to propose contentious theories. The aim is to provide return on investment for your project, to maintain primary focus on the priority tasks that add significant value to the outcomes of the project. People time is the most costly time so time saved is immediate cost saved and the opportunity for improved return on investment.

We plan the timeboxes and the shipments as we concentrate on benefits-driven delivery not pernickety changes to outdated specifications the project wrote months ago. If you need to document that a change was made and what that change was: then document it on the project requirements list and the Build and Fix List and provide it an assigned priority. Performing the actual change that the business requested in cahoots with your business partners is more important than managing acres of historical documentation about the change. Projects delivered in customer - supplier arrangements are traditionally delivered under formal change control and controlled by formal legal contracts. We describe how to deliver agile projects within this scenario elsewhere in the Toolkit.

So let us start to unravel the agile project process as we look at how we manage our project resources.

Buffer



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Change Control Plans Are Dead






   


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