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Last updated on 2024年7月16日

How do you align the CCB process with the project management methodology and the organizational standards?

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Configuration management (CM) is the practice of identifying, tracking, and controlling the changes that affect the products or services of a project. A configuration control board (CCB) is a group of stakeholders that reviews and approves the proposed changes and ensures they align with the project scope, schedule, budget, and quality. How do you align the CCB process with the project management methodology and the organizational standards? Here are some tips to help you.

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1 Define the CCB roles and responsibilities

The first step is to define who will be part of the CCB, what their roles and responsibilities are, and how they will communicate and collaborate. The CCB members should represent the key stakeholders of the project, such as the project sponsor, the customer, the project manager, the technical lead, the quality assurance, and the end users. The CCB should also have a clear leader, usually the project manager or the project sponsor, who will facilitate the meetings, document the decisions, and communicate the results. The CCB should have a charter that outlines its purpose, scope, authority, and procedures.

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Jose R. Acosta

Retired from federal government IT Systems Engineering and officer in Naval reserves; ITIL, CERP, PMP, CMMI
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The CCB charter should identify the members also. These could be members of the IT organization as well as business personnel who have a vested interest

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Bob P.

Configuration Consultant
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The Commercial personnel that attend the CCB could benefit from the changes to the contract baseline in a more proactive manner. The Purchasing personnel could inform the CCB of the true costs of changes.

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2 Establish the change management plan

The second step is to establish the change management plan, which is a subsidiary plan of the project management plan. The change management plan defines how the changes will be identified, analyzed, evaluated, approved, implemented, and verified. It also specifies the tools and techniques that will be used for change management, such as the change request form, the change log, the impact analysis, the change control system, and the configuration management system. The change management plan should align with the project management methodology and the organizational standards that govern the project.

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Bob P.

Configuration Consultant
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The change management plan should be carefully aligned and updated with the Requirements management plan, Quality management plan and the overall Project plan.

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3 Conduct regular CCB meetings

The third step is to conduct regular CCB meetings, where the CCB members review and approve the change requests that have been submitted by the project team or other stakeholders. The CCB meetings should follow a consistent agenda, such as reviewing the change log, discussing the change requests, assessing the impacts and risks, voting on the approvals or rejections, and updating the status and actions. The CCB meetings should be documented and communicated to the relevant stakeholders, and the change log should be updated accordingly.

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Bob P.

Configuration Consultant
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Objections to the commercial sensitivity of the CCB decision making processes, and management information should not be neglected, or ignored, when publishing the minutes, both internally and externally.

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4 Implement and verify the approved changes

The fourth step is to implement and verify the approved changes, according to the change management plan and the CCB decisions. The project manager should coordinate with the project team and other stakeholders to execute the changes, monitor the progress, and resolve any issues. The project manager should also ensure that the changes are verified by the quality assurance and validated by the customer. The project manager should also update the project baselines, such as the scope, schedule, budget, and quality baselines, to reflect the approved changes.

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Bob P.

Configuration Consultant
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Rejected changes should be carefully resubmitted and revaluated by the CCB team, with the objections clearly documented, before offering the new solutions to the customer.

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Cesar Duenas

Configuration Management Manager | Product Lifecycle Mgmt Lead | Project Engr | Design Lead | Engrg Checker | Engrg Documentation SME | Mentor for all the above
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Since program management must manage cost and schedule of their program, the change process should result in simple report that anyone can execute that allows program manager (all stakeholders) to see status of WIP. Change status reports should document status of change requests, release orders, and all changes requiring mfg/purchase order or inventory incorporation.

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5 Maintain the configuration items

The fifth step is to maintain the configuration items, which are the components or deliverables of the project that are subject to configuration management. The configuration items should be identified, labeled, stored, and controlled by the configuration management system, which is a tool that records and tracks the configuration items and their versions, attributes, and relationships. The configuration management system should also support the configuration audits, which are inspections that verify the compliance and consistency of the configuration items with the requirements and specifications.

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6 Evaluate the CCB performance

The sixth step is to evaluate the CCB performance, which is the measure of how effectively and efficiently the CCB manages the changes and maintains the configuration items. The CCB performance should be assessed by using metrics, such as the number of change requests, the approval rate, the turnaround time, the impact on the project objectives, and the customer satisfaction. The CCB performance should also be reviewed by using feedback, such as surveys, interviews, or lessons learned sessions. The CCB performance should be used to identify the strengths, weaknesses, opportunities, and improvements of the CCB process.

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Bob P.

Configuration Consultant
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Very difficult step to process objectively, and implement without a customer and quality audit. Especially if the attendees are nominated deputies for the managers.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you align the CCB process with the project management methodology and the organizational standards?

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1 Define the CCB roles and responsibilities

2 Establish the change management plan

3 Conduct regular CCB meetings

4 Implement and verify the approved changes

5 Maintain the configuration items

6 Evaluate the CCB performance

7 Here’s what else to consider

Configuration Management

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