Working with the senior executives at GCCG and with the Project Management Office (PMO), a formal change control process has been put in place. A Change Control Board (CCB), which includes the Bank Start-up program manager, the PMO director, and the CCB administrator. has also been set up.

You are reviewing the formalized CCB process and summarizing the following for your team:

• When a change in the project appears to be necessary or desirable, the initiator of a change

completes a Change Request form, attaches any supporting material, and submits it to the person responsible for change management in the project (it could be the program or project manager) for review and concurrence.

• The program or project manager (or whoever responsible) reviews or ensures that the change request is reviewed by the people or bodies responsible for reviewing the request for validity, completeness, and accuracy and forwards the request to the director.

• The director reviews and disposes of the request in one of the following ways:
• Reject: Indicates disagreement with the proposed change on the request form; it is rejected and returned to the program or project manager.
• Concur: Indicates agreement with the proposed change on the request form; it is returned to the program or project manager for submission to the CCB administrator to set up a meeting.
• Approve: Recommends approval without a meeting of the CCB. Notes the reason for, and any conditions of, approval on the decision page of the Change Request form and forwards it to the CCB administrator.

• The PMO, upon receipt of change request decisions, records the information in a database to track all change request patterns.

1. GCCG's change control process states, "The PMO, upon receipt of change request decisions, records the information in a database to track all change request patterns." What benefits do you see in tracking change request patterns?

Answer: