Module: Governance
Management of change
Assess, approve and track a change to plant, process or people before it is made, with the impact written down and the follow-on work tracked to completion.
What it does
Raise the change before it happens
A change starts as a draft: what is changing, why, the current state, the proposed state, the justification and the date it is meant to happen. Nothing moves until somebody submits it.
Impact assessed on four fronts
Record the safety, environmental, operational and personnel impact of the change, along with how it will be mitigated and what risk is left afterwards. The assessment is part of the record, not an attachment somebody has to find.
Follow-on work named up front
The assessment flags whether training is needed before the change goes in, whether procedures or training material must be revised, and whether an external review or regulator sign-off is required.
Approval in the order you set
Build the approval chain the change needs, stage by stage, with a label such as operations manager or engineering. A stage can be open to any approver or nominated to one named person, and stages are decided in order.
One rejection stops it
Approving the last outstanding stage moves the change forward on its own. Rejecting any stage sends it back immediately, with the reason recorded against the stage and the person who gave it.
Implementation tracked step by step
Break the change into steps with an owner and a due date each. Steps are marked complete as the work happens, and the change cannot be verified until every one of them is done.
Verified, and rated for effectiveness
Closing a change records who verified it, a rating out of five for how well it worked and a short summary. That turns management of change from paperwork into something you can review later.
Requestors and approvers kept apart
Raising a change and approving one are separate permissions, so the people who propose changes need not be the people who authorise them. Changes can also be locked once closed so the record cannot be edited afterwards.
How it fits with the rest
Management of change is where the other modules get their warning. When an assessment says procedures must be revised, the documents that need revising are in the same platform and the people who own them are the same people. When it says training is required first, the courses and the competency records are already there. The follow-on work becomes actions with owners and due dates rather than a list in the minutes of a meeting.
Changes use the same people, locations, projects and business units as everything else, so a change affecting one operation reaches the right approvers without a separate distribution list. A change record can be generated as a document and kept with your controlled records, which is usually what an auditor asks to see.
Finding changes is straightforward: search and filter by status, priority and type, build a more detailed query when you need one, and save the views your team works from so they are one click away next time.
Ready-made content
The module is ready to use as soon as your workspace is created. The register, the change record, the impact assessment, the approval chain and the implementation steps all work on the first day, and the change types, priorities and approval stage labels are lists your organisation owns rather than fixed choices.
Setting the module up is guided: we work through the change types you recognise and the approval stages your procedure requires, and the workflow is adjusted to match. Your own team can change it again later, or ask us to do it with you.
Change it if you need to
Every module comes ready to use. If your organisation records something differently, your own team can adjust the forms, fields and workflow, or ask us to do it with you. Nothing here requires a development project.
Works alongside
See management of change running on your own processes.
Bring one of your own forms or procedures to the demonstration. We set the module up the way you work and show it end to end.