I tried to keep change control simple. Otherwise it would take up a disproportionate amount of time and effort by those concerned and not add value to delivering the project.
Key to this was classifying change to help those forecasting and controlling costs.
Whenever a document required a reason for change stating (e.g. bid assessment, contract variation, design change note), I tried to stick to three types of change control classification:
- Scope change
- Design development
- Estimating error
A scope change was something tangible, significant and unforeseen like Client requests for extra equipment. Usually covered in an estimate by project contingency.
Design development was something expected to occur as details were finalised. Usually covered in an estimate by “growth” allowances based on risk management and discipline experience.
Estimating error would explain everything else, not attributed to the above two. Usually a method to explain unintended overruns in services, programme, materials and labour.