CHANGE MANAGEMENT PLAN

Project's name Project Acronyms

Improvement of the Walkability Service in the
Housing Association – Las Nazarenas, Oquendo, MSTAVN
Province of Callao - Callao

Change Management Roles: Roles needed to operate management.

Role Name Person assigned Responsibilities Authority level
Sponsor MC Lead in tied decisions Total about the
in the change control project.
committee.
Change Control MC/JLR Decide which changes Authorize, reject or
Committee are approved, rejected, defer change requests.
or deferred.
These types of J.L.R. Evaluate impacts of Make
changes change requests and recommendations
make about changes.
recommendations.
Planning manager GSP Manages and directs Monitor the progress
change management. of change requests.
cost manager HLI Evaluate the budget Monitor progress.
for change updates.
Quality manager HLI Monitors and prevents Monitor progress.
risks during
management.
Types of Changes:
Describe the types of changes and the differences to treat each of them.
1. Corrective action. This type of change does not go through the general change management
process, instead the Project Manager has the authority to approve it and coordinate its
execution.
2. Preventive action. This type of changes, if it goes through the general change management
process, is supervised by the Project Manager.
3. Defect Preparation. This type of change does not go through the general change management
process, instead the quality inspector has the authority to approve it and coordinate its
execution.
4. Project Plan Change. This type of change necessarily goes through the general change
management process, which is described in the following section.
General Change Management Process: Describe in detail the change management processes
specifying what, who, how, when, where.
 The project management assistant contacts
stakeholders every time he or she captures a
change initiative.
Change Request:  Interview stakeholders and collect detailed
Capture requests and prepare the document information about what they want
appropriately and accurately.  Formalize the change initiative by preparing
the respective change request using the
standard format. Submit the change request to
the Project Manager.

VERIFY CHANGE REQUEST:  The Project Manager analyzes the change

Ensure that all the information necessary to carry request in depth in order to understand what
out the evaluation has been provided. is requested and the reasons why the change
 initiative originated.
 Verify that the change request contains all
the information needed to make a
comprehensive and exhaustive impact
assessment.
 Complete the change request if necessary.
 Record the request in the change request
checklist.
 The Project Manager evaluates the
comprehensive impacts of the change in all
project baselines, in subsidiary knowledge
areas, in other projects and areas of the
company, and in entities external to the
EVALUATE IMPACTS:
company.
Evaluate the comprehensive impacts of the
 Describe in the change request the results of
changes.
the impacts you have calculated.
 Make your recommendation regarding the
change request you have analyzed.
 Record the status of the request in the
change request checklist.
 The change control committee evaluates the
impacts calculated by the Project manager
and makes a decision on the change request;
approve, reject, or defer it, totally or
MAKE DECISION AND REPLAN:
partially.
Decision is made in light of impacts (depending
 If an agreement cannot be reached, the
on levels of authority), replanned as necessary.
sponsor has the casting vote.
 You communicate your decision to the
Project Manager, who updates the request
status in the change request checklist.
 The Project Manager replans the project to
implement the approved change.
 Communicate the results of the replanning to
stakeholders.
 Coordinates with the project team the
IMPLEMENT CHANGE:
execution of the new version of the project
The change is made, progress is monitored, and
plan.
the status of the change is reported.
 Updates the status of the request in the
change request checklist.
 Monitor the progress of change actions.
 Reports to the change control committee the
status of the actions and results of changes.
 The Project Manager verifies that the entire
change process has been followed correctly.
 Updates all corresponding documents,
CONCLUDE THE CHANGE PROCESS: records, and historical files.
Ensures that the entire process has been  Generate appropriate Lessons Learned.
followed correctly, records are updated.  Generate the organization's Process Assets as
appropriate.
 Updates the status of the request in the
change request checklist.
Contingency plan for urgent change requests: Describe the contingency plan to address extremely
urgent change requests that cannot wait for the change control committee to meet.
The only person authorized to personally use and execute this contingency plan is the Project
Manager.
1. Record the change request: Project Manager personally recorded the request.
 2. Verify the change request: Project Manager verifies the request.
3. Evaluate impacts: Project Manager evaluates impacts.
4. Make decision: Project Manager makes the decision by consulting the sponsor by telephone,
or failing that, by consulting at least the member of the change control committee.
5. Implement the change: Project Manager implements the change.
6. Formalize the change: Project Manager convenes the change control committee and
supports the need to have used this emergency procedure. The change control committee
formalizes the approval or reconsiders the Project Manager's decision.
7. Execute committee decision: Project Manager executes the committee decision.

CONFIGURATION MANAGEMENT PLAN

Project's name Project Acronyms

Improvement of the Walkability Service in the
Housing Association – Las Nazarenas, Oquendo, MSTAVN
Province of Callao - Callao

Configuration Management Roles: Roles that are needed to operate configuration management.
Role Name Assigned Person Responsibilities Authority Levels
Project J.L.R. Monitor configuration All authority over the
 management
performance performs
Manager project and its functions
configuration
management tasks
Quality Audit configuration
Audit configuration
Assurance HLI management as indicated
management
Inspector by the Project Manager.
It depends on each
View configuration
Project team member, it is specified for
Several management information
members each artifact and each CI
by authority sublevels.
(Configuration Item)
Documentation plan: How documents and other project artifacts are stored and retrieved
Format
(E=Electr Quick Wide
Documents and Access Recover Information
onic H= access Availability
artifacts security information retention
Hard required Required
Copy)
General
Primary
reading
Available To all backup and Throughout
Project Charter AND Restricted
online stakeholders secondary the project
modificati
storage
on
General
Primary
reading
Available To all backup and Throughout
AND Restricted
online stakeholders secondary the project
Proyect Plan modificati
storage
on
General
Primary
Project reading
Available To all backup and Throughout
performance AND Restricted
online stakeholders secondary the project
report modificati
storage
on
General
Primary
reading
Available To all backup and Throughout
Change Request AND Restricted
online stakeholders secondary the project
modificati
storage
on
General
Primary
reading
Change request Available To all backup and Throughout
AND Restricted
control log online stakeholders secondary the project
modificati
storage
on
General
Primary
reading
Project closure Available To all backup and Throughout
AND Restricted
report online stakeholders secondary the project
modificati
storage
on
Configuration items (CI): Project objects on which baseline descriptions of functional and physical
attributes will be established and maintained, in order to maintain control of changes that affect
them.
Configuration Configuration Category Fountain Format Observatio
item code item name 1= Physical P= Project (Software + ns
2= Document C= Contractor Version +
3= Format V= Supplier Platform)
4= Registration E= Company
2.1 Contract with 1 c Original Signed
 CC La Moneda Print
Contract with Original
2.2 1 c Signed
Abaco Print
Abaco
Original
2.3.1 Concessionaire 1 c Signed
Print
Contract
La Moneda
Original
2.3.2 Concessionaire 1 c Signed
Print
Contract
Project
Management
3.1 2 Q Hard Copy
Course
Materials
Project
3.2.1.2 to Management
3 Q PDF
3.2.8.2 Course Session
Report
Ms Project
4.1.2 Course 2 Q Hard Copy
Materials
Ms Project
4.2.1.2 to
Course Session 3 Q PDF
4.2.8.2
Reports
Monthly report Signed and
5.1.1 to 5.1.3 2 Q PDF
Approved
Signed and
5.2 Final report 2 Q PDF
Approved
Change management: Specify the change management process or outline the change management
plan.
See Change Management plan attached to the Project Management Plan.
Status Settings and Configuration Metrics
 The Project Document Information Repertoire will be a folder with the WBS structure for the
internal organization of its sub-folders.
 The information repertoire for the CI's (Item Configuration) will be the WBS dictionary that
will reside in the aforementioned folder.
 At any time, a header can be displayed with the version history of the project's documents
and artifacts, as well as all versions of the CIs can be consulted.
 Metrics of the movement and history of documents, artifacts, and CIs will not be kept for
this project.
Configuration verification and audits
Verifications and audits of the integrity of the configuration will be routine and monthly, carried out
by the quality assurance inspector and where the
 Integrity of IC information
 Accuracy and productivity of the history of the IC's.
Baseline Management: Description of how integrity will be maintained, and project performance
measurement baselines will be used, including what, who, how, when and where.
The project performance report is a document that will be presented weekly at the project team
coordination meeting, and must present the following information:
Current Project Status:
1. Scope Status: Actual Progress and Planning Progress.
2. Schedule Effectiveness: SV and SPI.
3. Cost Effectiveness: CV and CPI.
4. Compliance with quality objectives
Progress Report
1. Scope of the period: Percentage of planned progress and actual percentage of the period
2. Earned value of the period: Planned earned value and actual earned value
3. Period cost: Planned cost and actual cost
4. Schedule efficiency in the period: SV of the period and SPI of the period
Forecasts
1. Cost forecast: EAC,ETC,VAC
2. Weather forecast: EAC, ETC, VAC, planned completion date and forecasted completion date.
Problems and pending issues that need to be addressed, and issues and pending issues scheduled
to be resolved
Project S curve
Communication between stakeholders: Detailed description of the needs and communication
techniques between the project's stakeholders.
Communication needs of stakeholders Communication techniques to use
 Project Management Documentation  Project team meetings to define the scope
of the project
 Distribution of Project Management
documents to all members of the project
 team through a printed version and by
email.
 Project team meetings that are called by
the Project Manager as deemed
appropriate (depending on the need or
urgency of the project deliverables), where
the activities that will be carried out will be
 Project activity coordination meetings
defined.
 All agreements made by the project team
must be recorded in the Coordination
Meeting Minutes, which will be distributed
by email to the project team.
 Weekly meetings of the project team
where the Project manager must inform
 Project Status Briefings the Sponsor and other stakeholders, what
is the real progress of the project in the
respective period.
 Document that will be distributed to the
 Project Performance Report project team in the weekly coordination
meeting, and sent by email
 Document that will be distributed to the
 Work Performance Report project team at the weekly coordination
meeting, and sent by email.

MANAGEMENT REVIEWS: Detailed description of key management reviews that will facilitate
addressing unresolved issues and pending decisions
TYPE OF CONTENT EXTENSION OR SCOPE CHANCE
MANAGEMENT (Agenda or points to (How the meeting will (Moments,
REVIEW (Type of be discussed in the take place and type of frequencies, or
meeting in which the management review conclusions, triggering events that
management review meeting) recommendations, or will determine the
will be carried out) decisions that can be opportunities for
made) holding the meeting.
 The meeting will be
called by the Project  Meeting called at the
Manager. request of the
 Review of Previous
 The status of the Project Manager. It
Meeting Minutes
Project Team pending project will can be originated
 Presentation of
Coordination Meetings be informed according to the
deliverables (if
 The following results of the
applicable)
activities will be surveys of the course
established to be sessions.
carried out
Weekly Project Status  Review of Previous  The meeting will be  Scheduled for every
Information Meeting Meeting Minutes held every Monday Monday
 Project Performance  All members of the
Report project team must
be present
  Review weekly
project status report
The client will call a
meeting with the
Project Manager to
 Establish agenda
establish  Scheduled according
Client meetings according to client
improvement to customer request
requirements
agreements in the
development of the
training program.
 Know details of the
development of the
 Request feedback on
sessions
Informal the development of
 Establish agreement  None in particular
communications the training program
to improve the
sessions
service of the
training program

BASELINE AND SUBSIDIARY PLANS:

Definition of Baseline and subsidiary plans that will be attached to the project management plan.
BASE LINE SUBSIDIARY PLANS
ATTACH ATTACH
DOCUMENT PLAN TYPE
(BUT) (BUT)
SCOPE MANAGEMENT PLAN YEAH
REQUIREMENTS
SCOPE BASELINE YEAH YEAH
MANAGEMENT PLAN
SCHEDULE MANAGEMENT
PLAN
COST MANAGEMENT PLAN
BASELINE OF TIME QUALITY MANAGEMENT PLAN YEAH
PROCESS MANAGEMENT PLAN

HUMAN RESOURCES PLAN

COMMUNICATIONS
MANAGEMENT PLAN
COST BASELINE RISK MANAGEMENT PLAN
ACQUISITION MANAGEMENT
PLAN
CHANGE MANAGEMENT PLAN YEAH
 SCOPE MANAGEMENT PLAN

Project's name Project Acronyms

Improvement of the Walkability Service in the
Housing Association – Las Nazarenas, Oquendo, MSTAVN
Province of Callao - Callao

SCOPE DEFINITION PROCESS: Detailed description of the process to prepare the definitive Scope
Statement from the preliminary Scope Statement. Definition of what, who, how, when, where and
with what.
The definition of the Scope of the project Improvement of the Walkability Service in the Housing
Association – Las Nazarenas, Oquendo, Callao Province – Callao will be developed as follows:
- In a project team meeting, both the project team and the sponsor will review the definition
of the preliminary project scope, which will serve as a basis.
PROCESS FOR PREPARATION OF WBS: Detailed description of the process to create, approve, and
maintain the WBS. Definition of what, who, how, when, where and with what.
The steps that were carried out to prepare the WBS are the following:
- The WBS of the project will be structured according to the decomposition tool, first
identifying the main deliverables, which in the project act as phases. Four phases were
identified in the project.
- Once the main deliverables have been identified, we proceed with the decomposition of the
deliverable into work packages, which allow us to know in detail the cost, work and quality
incurred in the preparation of the deliverable.
- The company prepares the WBS with the WBS Chart Pro tool, as it provides us with a
diagram and management of project deliverables
PROCESS FOR PREPARATION OF THE WBS DICTIONARY: Detailed description of the process to
create, approve, and maintain the WBS dictionary. Definition of what, who, how, where and with
what.
Prior to this process, the project WBS must have been prepared, reviewed and approved. It is based
on the information from the WBS that the WBS Dictionary will be created, for which the following
steps will be carried out:
 The following characteristics of each WBS work package are identified
- The objective of the work package is detailed.
 - A brief description of the work package is given.
- The work to be done to prepare the deliverable is described, such as the logic or preparation
approach and the activities to prepare each deliverable.
- The assignment of responsibility is established, where for each work package it is detailed
who is responsible, participates, supports, reviews, approves and provides information on
the work package.
- If possible, establish the possible start and end dates of the work package or an important
milestone.
- The acceptance criteria are described.
PROCESS FOR SCOPE VERIFICATION: Detailed description of the process for the formal verification of
the deliverables and their acceptance by the client (internal or external). Definition of what, how,
who, when, where and with what.
At the end of each deliverable, it must be presented to the project sponsor, who will be in charge of
approving or presenting the necessary observations. If the deliverable is approved, it is sent to the
client.

EDT/WBS DICTIONARY (Simplified)

Project's name Project Acronyms

Improvement of the Walkability Service in the
Housing Association – Las Nazarenas, Oquendo, MSTAVN
Province of Callao - Callao
EDT/WBS WORK PACKAGE SPECIFICATION
Define the objective of the PDT, description of the PDT, job description and assignment of
responsibilities
Delivery of the pre-investment Profile
VIABILITY OF THE PROJECT

It evaluates the convenience of carrying out a public investment

PREPARATION OF THE

project, that is, it requires having studies that support that it is

socially profitable, sustainable and consistent with the policy
PHASE 1:

guidelines established to begin its execution.

1.1
Formation of the Project Team
It is the team that monitors, supervises and carries out the
management of the project plan, which is mainly made up of
professionals specialized in specific areas with extensive experience
in directing projects.
Delivery of the Technical File
PREPARATION OF DETAIL

It is a set of documents that consists of a cover page, executive

summary, descriptive report, study of soil mechanics, pavement
ENGINEERING

design, meters, budget, valued work progress schedule, polynomial

PHASE 2:

2.1 formula, general expenses, plans, environmental impact study and

other documents.

Consultant Hiring
Hiring a consultant through Public Tender specialized in Road Works.
 Sidewalks and Ramps
Paving structures for pedestrian use composed of concrete and
3.1
cement that are detailed in the technical file (technical
specifications).
PAVEMENT CONSTRUCTION Submerged Sardineles
3.2 Structure that provides confinement to the flexible pavement which
has the dimensions of 15 x 30cm established in the technical file.
Subgrade Formation
PHASE 3:

3.3.1 Cutting, leveling and compaction according to its moisture

content up to the subgrade level.
Conformation of Sub base and Base
Affirmed previously specified in the technical file.
3.3 3.3.2
Subbase: 15cm
Flexible
Base: 20cm
Pavement
Asphalt Primer and Asphalt Binder
Asphalt priming consists of the irrigation of cutback-type
3.3.3 liquid asphalt which provides adhesion between my base and
my asphalt layer.
Asphalt Binder: 2 inches
DELIVERY
PHASE 4:

Closing and Delivery Report

TESTING
AND

4.1 Includes a global evaluation of the development of the project, in

order to reflect its quality and degree of satisfaction.