Organization and projects

A change starts with an organization and the project it affects. The organization carries the operating time zone and currency. The project identifies the owner, delivery method, dates and current status. A work package then points to that project and names its owning organization. This chain gives the delivery lead a consistent place to inspect scope and effort across multiple pieces of change work.

The project may be Planned, Active, on hold, at risk, Completed or Cancelled. The project manager should confirm that status before adding work. A change on an active project needs a different conversation from a change on a cancelled one. The project record also has a contact name, address and eligibility note. Agree who maintains those details so the team does not make a review decision from stale context.

• Organization first. The organization identifies the operating entity, time zone and currency for its project and people.
• Project context. The project holds the owner, delivery dates, method and summary that reviewers need to understand the affected work.
• Package link. Each scoped package identifies both its project and organization, keeping later assessments and decisions in context.

The Admin and Delivery Lead should agree organization codes, active status and which project owner is accountable for each area of work. Agree whether project codes are imported or assigned as new work begins. Check contact and eligibility details before planning a change. Use a clear convention for project names, since several projects may have similar summaries or dates.

A project budget is context for the change; a package has its own budget hours. During setup, decide how the delivery team compares those figures and who explains a difference. Keep the currency on the owning organization clear when impact assessments record a dollar cost delta. Review the time zone used when someone reads a due date across organizations.

Suppose a client asks for a revised reporting workflow on an active delivery project. The Project Manager opens the project, checks its owner and end date, and creates a separate work package for the requested revision. The package links back to the same project and organization. The Business Analyst can now assess the added hours, while the Independent Reviewer sees which project the change would affect.

If the project has been placed on hold, the Project Manager first resolves whether the proposed package should proceed. The team can still capture the request and its rationale, but it should not confuse an open change request with authority to restart paused delivery. The Delivery Lead uses the project status and package status together when deciding what to discuss with the owner.

• Project schedule — Projects arranged by start and end dates, with the owner and current status visible.
• Packages by status — Related changes with their owners, due dates and review position.

Scope to review follows the project link into a package and its decision. Project change planning shows how that context shapes the first plan.