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  • How to use the Decision Making and Change Control Process, and Decision Log
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Why is it important to use a Decision Making and Change Control Process, and Decision Log? 

Project decisions are difficult. How they are managed can have direct impact on project schedules, scope, risk, cost, quality, etc.  Identifying, defining and assigning key decision indicators and change processes facilitates real-time decisions and maintain project momentum. Knowing who (person or role) can make what decision and at what authority level enables teams to work with autonomy when possible, while also providing a clear escalation path for decisions that require higher level authority. 

We recommend populating this template in a collaborative session with your planning team. 

How to use the Decision Making and Change Control Process, and Decision Log

  1. Creating the Decision Making and Change Control Process is a collaborative activity conducted by the project team as the project is being planned.  
  2. Decision making indicators will be recognizable as the team defines the project scope, identifies milestones and creates the project schedule. 
  3. During scope definition, identifying milestones and establishing a project schedule, suggested questions for identifying decision indicators:
    1. How are decisions made on... scope change requests? activities that impact the project schedule? 
    2. How do we address staff resource and skillset needs? 
    3. If funding is required, who can make expenditure decisions and at what level?
    4. What is the escalation process for decisions that cannot be made at the project team level? Who escalates to who? 
    5. Who determines if a deliverable does not meet quality standards and requires re-work? 
  4. The above steps are started during planning meetings but may also evolve throughout the project. The template should be updated as needed.
  5. As decisions are made, they should be documented in the Decision Log for reference and historical purposes. 



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