1. Capture the request
Give each change request a unique ID, record when it was raised and describe the proposed change in plain language. Someone who was not in the original conversation should still be able to understand what is being requested.
Do not treat every clarification as a formal change. Use the process when a decision could materially alter an agreed scope, date, cost, deliverable or responsibility.
2. Assess the impact before deciding
Work out what the request would change. Cost and schedule are obvious areas, but the main effect may be on scope, quality, resources, security, operations, suppliers or another dependency.
Use the best evidence you have and update the assessment if it improves. If a change saves money or reduces the schedule, record the effect consistently rather than losing it because the impact is favourable.
3. Make the decision explicit
Use a small set of decision states such as Pending, Approved, Rejected, Deferred and Withdrawn. Record the decision date and, where useful, the person or forum that made it.
A deferred request is still open. Keep it visible until somebody decides it, withdraws it or confirms that it is no longer relevant.
4. Track what happens after approval
Approval is not implementation. Give an approved change an owner and track whether the required work is Not Started, In Progress, Implemented or On Hold. Use Not Required only when the decision creates no implementation action.
If the change affects the project plan, budget, requirements or another controlled record, make sure those records are updated through whatever governance your organisation uses.
5. Review the whole change position
Before a project or governance meeting, look across the register rather than discussing only the newest request. Useful questions include:
- Which requests are still waiting for a decision?
- What approved cost and schedule impact has accumulated?
- Which approved changes still have no implementation owner?
- Which approved changes are not progressing?
- Has the project plan been updated where a change altered dates or dependencies?
The project planning guide explains how to keep ownership, sequence and dependencies visible when the plan changes.
6. Keep the control proportionate
A small project may only need one register and a short weekly review. A larger programme may need a formal change authority and tighter links to baseline schedules, budgets or requirements. Use the lightest process that preserves a visible decision and a reliable record.
PMZ Excel workbook
Project Change Control Workbook
The PMZ workbook brings the request, impact assessment, decision and implementation status into one Excel workflow. It includes 100 prepared change rows, controlled status fields and a dashboard showing pending decisions plus approved cost and schedule impact.
A clean workbook and separate worked example are included. It is intended as a practical project-control aid rather than an enterprise change-management system.
Related PMZ resource
Check whether the change creates a new project risk
Use your organisation's approval authorities, contractual controls, financial rules and change procedures where they apply. This guide and workbook are practical project-delivery aids, not legal, contractual, accounting or financial advice.