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<br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br />I <br /> <br />subcontractors at any particular project for the previous month, CENWO,SO needs only <br />the total man-hours, not separated by contract. <br /> <br />12. CHANGE MANAGEMENT <br />A procedure is necessary for defining how changes to project scope, schedule and budget <br />can be made from the FCSA and the PMP. Changes must have the approval of the study <br />Sponsor and the Corps, Changes or anticipated changes would be reported monthly to <br />the Sponsor, If there are no significant changes in scope, costs, and schedule, the project <br />managers can approve the change and record it in a project logbook. A modification to <br />the PMP would also be made, <br /> <br />If there are changes that would result in an increase in total study cost or a delay in <br />completion of the overall study, the Corps will follow a procedure known as the Project <br />Schedule and Cost Change Report (SACCR). After concurrence from the Study <br />Management Team, the Corps PM will prepare the SACCR in concert with a program <br />analyst with the Planning, Programs and Project Management Division, This provides a <br />justification for the changes, Action is taken on SACCR's at the Omaha District and <br />Northwestern Division project review boards, To be approved by the Corps at the <br />District and the Division level, a SACCR must first be approved and signed by the study <br />Sponsor if the study is in a cost-shared phase, At the local level, the request for change <br />and costs would be reviewed by one of the Council's advisory committees, In absence of <br />concurrence on change in scope and schedule, the full Councilor even the Executive <br />Committee may need to be involved. The SACCR process was employed three times <br />during the Reconnaissance Study to allow for the development of a PMP, confront <br />changes in scope and the negotiation of the Feasibility Cost Share Agreement. <br /> <br /> <br />As indicated earlier, both the Corps and the Sponsor have veto power over any proposed <br />scope and cost changes, This provides both parties protection against commitments that <br />would be unacceptable to either party; the intent is that issues would be resolved at the <br />Study Team Level as much as possible, There will be monthly opportunities for <br />thorough communication about potential issues at the Corps in PRB meetings and at the <br />Sponsor level at regular agency meetings, Issues that cannot be resolved at the level of <br />the Study Team would be raised to the Executive Council. The Omaha District would <br />assign the Deputy to the Omaha District Commander, currently Mr, Erik Blechinger, as <br />the Corps representative on the Executive Council. Any matter that could not be resolved <br />at this level would first be raised to the NWD and possibly HQ level before any final <br />decision would be made, During this time period, the Sponsor would be welcome to <br />participate in discussions and meetings to resolve any issues, <br /> <br />13. COMMUNICATION STRATEGY <br />The study will be conducted with full and open communications within the Corps and <br />between the Corps and the Sponsors, The PDT will hold periodic meetings to discuss <br />and resolve issues, update study status, and review study reports, etc, As appropriate, the <br />Sponsor will be invited to participate via conference call. In addition to the PDT <br />meetings, the Sponsor will be updated periodically on the status of the study and will be <br />25 <br />