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Chapter 28
Change happens Objectives
• Exploring the formal change control practices and how
agile projects incorporate changes. • Student should enhance why we need to manage changes, what they have to do when change happens. Contents
• Why manage changes?
• Change control policy • Basic concepts of the change control process • A change control process description • The change control board • Change control tools • Measuring change activity • Change impact analysis • Change management on agile projects Why manage changes?
• Proposed requirements changes are thoughtfully evaluated
before being committed to. • Appropriate individuals make informed business decisions about requested changes. • Change activity is made visible to affected stakeholders. • Approved changes are communicated to all affected participants. • The project incorporates requirements changes in a consistent and effective fashion. Change control policy
• All changes must follow the process. If a change request is not
submitted in accordance with this process, it will not be considered. • No design or implementation work other than feasibility exploration will be performed on unapproved changes. • Simply requesting a change does not guarantee that it will be made. The project’s change control board (CCB) will decide which changes to implement. • The contents of the change database must be visible to all project stakeholders. • Impact analysis must be performed for every change. • Every incorporated change must be traceable to an approved change request. • The rationale behind every approval or rejection of a change request must be recorded. A change control process description
• Entry criteria, the conditions that must be satisfied before
the process execution can begin • The various tasks involved in the process, the project role responsible for each task, and other participants in the task • Steps to verify that the tasks were completed correctly • Exit criteria, the conditions that indicate when the process is successfully completed A change control process description The change control board
• CCB composition – Project or program management – Business analysis or product management – Development – Testing or quality assurance – Marketing, the business for which the application is being built, or customer representatives – Technical support or help desk • CCB charter – Making decisions – Communicating status • Renegotiating commitments Change control tools
• To support your change process, look for a tool that:
– Allows you to define the attributes that constitute a change request. – Allows you to implement a change request life cycle with multiple change request statuses. – Enforces the state-transition model so that only authorized users can make specific status changes. – Records the date of each status change and the identity of the person who made it. – Provides customizable, automatic email notification when an Originator submits a new request or when a request’s status is updated. – Produces both standard and custom reports and charts. Measuring change activity • Tracking the following aspects of your requirements change activity: – The total number of change requests received, currently open, and closed – The cumulative number of added, deleted, and modified requirements – The number of requests that originated from each change origin – The number of changes received against each requirement since it was baselined – The total effort devoted to processing and implementing change requests Change impact analysis
• Impact analysis procedure
• Impact analysis template Change management on agile projects • One of the 12 principles of agile software development is “Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage”
