Provides the business control as a group or individual who decides that a change will be implemented, that is work will
be done and the design, system or product will be updated. Typically multiple changes are proposed, evaluated and
selected.
The main criteria for selecting a change are:
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Value (e.g. expense/revenue and risk/reward)
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Importance (e.g. to certain major customer (s) or markets)
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Dependency (e.g. criticality to support another higher value change)
A CCB may also rule on when a change is to be made, that is which planned or in progress activities are to act upon
that change, which version or variant of a set of deliverables is to incorporate the change. This decision may
prescribe the target customer deliveries that are planned to include the change, such as:
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Design release (e.g. its title, version or variant)
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Product launch release (e.g. its family/model title or codename)
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Product availability date (e.g. launch period “2015 Spring” model)
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Manufacturing batch (e.g. lot number)
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Product serial number or range (e.g. physical unit like a tail number or vehicle identity)
Typically the CCB is made up mid-level management or senior professionals who draw upon the advice of experts. They
will be responsible for providing results return on investment to an executive cross-functional product or portfolio or
program management team.
The CCB will also be responsible for converting the business opportunity in the pipeline of changes into concrete plans
for implementation. In doing so they will be an advisor to resource balancing and commitments.
Finally the CCB is responsible for seeing that change management procedure and practice is followed, by way of audit.
Companies may bypass the CCB for “small changes”, this practice needs monitoring to ensure its appropriate usage.
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