The ninth WMBA 6620 document is a change control procedure carrying the request form, the impact analysis behind it, authority thresholds, a decision record, and the baselines reissued afterward. Searches like "wmba 6620 week 9 assignment example", "wmba6620 week 9 sample" and "wmba 6620 week 9 example" land here.
What a finished WMBA 6620 Week 9 change control looks like
The procedure runs a thousand words or so and reads as numbered steps with a form and a threshold table beside them. Steps run from submission through logging, impact analysis, decision, communication and baseline update, each with an owner role and a time limit. The request form is reproduced or described field by field: requester, description, justification, and the three impacts, on scope, on schedule and on cost, each carrying a figure. The threshold table names who decides at what size, so a change under a stated dollar figure and under a week of schedule stays with the project manager while anything above goes to a board with named membership and a meeting frequency. A change log sample closes the document with three entries filled in.
How a WMBA 6620 Week 9 example is structured
The document is ordered as a sequence because it is a procedure, and each step carries an owner and a deadline so a request cannot sit unanswered indefinitely. Impact analysis appears as its own step rather than as part of the decision, since a board approving a change with no costed impact in front of it is the failure this whole procedure exists to prevent. Thresholds are stated in two dimensions, money and schedule, with a rule covering what happens when a request crosses one and not the other. The baseline update step is written explicitly, naming which documents get reissued and who receives them, and that step is what separates a real procedure from a flowchart. The emergency path sits at the end, short, with retrospective approval attached.
A form with three impacts on it
Requester, description, justification, then scope impact, schedule impact and cost impact with figures beside each. A form collecting only a description gathers requests nobody can decide on, which pushes the analysis into the meeting and turns a fifteen minute decision into an hour of arithmetic done badly under time pressure.
Thresholds in money and in schedule
Under five thousand dollars and under five working days, the project manager decides and logs it. Above either, the board takes it. Two dimensions are needed because a cheap change can consume three weeks of critical path, and a procedure gating only on money approves that change without anyone noticing what it cost.
A clock on every step
Logged within one working day. Analyzed within three. Decided at the next scheduled board or within five days, whichever comes first. Deadlines are what stop a procedure becoming a place requests go to wait, and their absence is why teams route around change control and make the changes informally instead.
Reissuing the baseline is a step, not an afterthought
An approved change that never reaches the schedule, the cost baseline and the scope statement creates two versions of the truth, and the project starts reporting against a plan nobody is working to. The step names the documents, the person who updates them, and the distribution list that receives the new versions.
The emergency path, and its receipt
Some changes cannot wait for a board, and a procedure with no fast route gets bypassed the first time that happens. The emergency path names who may authorize verbally, caps what they may commit, and requires the same form and the same board review within a stated number of days afterward.
Where marks go in WMBA 6620 Week 9
Thresholds and authority carry the most weight. A procedure sending every change to a board has designed a bottleneck, while one sending nothing there has designed no control at all, and the graded version draws a line and defends where it drew it. Second are the impact fields, since a form asking only for a description collects requests nobody can decide on. Third, instructors check for the baseline step, because approving a change and never reissuing the schedule is how two versions of a plan start circulating. Fourth is the log, small and easily skipped, where three completed sample entries demonstrate the procedure better than another page describing it, and a column recording the date each baseline was reissued closes the loop.
Get a WMBA 6620 Week 9 example written to your instructions
Start with the change control prompt and its rubric, plus the approval limits a section fixes if any were given. A procedure with the form, thresholds, timings and a filled change log returns in 24 to 48 hours, the first one free. Where a flowchart is required, it gets drawn to match the numbered steps.
WMBA 6620 Week 9 questions, answered
Who should sit on the change board?
A small group with authority to commit money and release scope, usually the sponsor, a finance or portfolio representative, and whoever owns the affected product area. Membership beyond five people slows decisions past the point where the procedure is useful. Naming the roles and the meeting frequency matters considerably more than the length of the list.
What happens to a change that is rejected?
It gets logged with the reason and the date, which is the step most drafts skip entirely. A rejected request that vanishes comes back two months later as a fresh idea, and the log entry is what prevents the second argument. Some procedures also route rejected changes onto a deferred list reviewed at each phase boundary.
Does every change need a full impact analysis?
The threshold table answers that. Below a stated size, a project manager records the change and its effect in a line or two. Above it, a costed analysis covering scope, schedule and cost is required before anybody decides. Writing the threshold down is the whole point, since without it every change becomes either paperwork or a guess.