Record the initial situation
A clear scope identifies locations, goods, performance, timing and exclusions. Without shared principles, it is difficult to determine whether a request is a change or is already part of the assignment.
Register the request before it becomes an appointment
Describe what is being asked, why, by whom and when a decision is needed. Indicate which original agreement changes. A request on the work floor is not yet approval for additional performance.
Investigate the connection
Ask the teams and suppliers involved about consequences and possible alternatives. Make uncertainties visible instead of presenting an incomplete estimate as certain.
- Planning: are activities or decision points postponed?
- Costs: are additional people, resources or performance needed?
- Continuity: which users or processes are impacted?
- Safety and readiness: should conditions be reassessed?
- Partners: who needs to adjust their preparation or commitment?
Let the right person decide
Submit proposal, consequences and alternatives according to the agreed authorities. Register approval, rejection or postponement. Also state any conditions and who will monitor the implementation.
Update the documents and communications
After a decision, planning, scope, cost overview and instructions must again match each other. Inform those involved about what exactly has changed. Only complete the change when the agreed actions have been followed.
Illustrative example
This is how this can play out in a project
Shortly before the move, a department asks to take an additional archive with them. The team first examines volume, destination, carriers and time required. The client can then decide whether the archive will participate in the same phase or will be given a separate time window.
Discuss this with your project team
- What changes compared to the confirmed order?
- Which parties have assessed the impact?
- Who has decision-making power?
- Are the documents up to date and the contractors informed?