An onboarding scope-change workflow starts when a customer or delivery participant requests work outside the accepted plan. It ends when an authorized decision is reflected in the implementation record or the request is declined. A task being added to the board is not necessarily an accepted change in commitment.
This guide addresses coordination during implementation. The organization determines who may alter commercial agreements and whether legal review is required. Software cannot supply that authority.
Keep the original commitment visible
Record the original scope reference, requested change, affected deliverables and decision owner. Ask the delivery team to identify the effect on dependencies and dates. Unknown impact should remain an open question rather than a fabricated estimate.
| Stage | Responsible participant | Handoff |
|---|---|---|
| Register request | Implementation coordinator | Requested change and original plan reference |
| Assess effect | Relevant delivery owner | Affected work and unresolved questions |
| Obtain decision | Authorized scope owner | Accepted, declined or returned outcome |
| Update commitments | Project owner | Revised plan and conditions |
| Confirm shared understanding | Customer and delivery participants | Current accepted scope |
The result is a controlled operational record, not advice about contractual enforceability.
Project approval and formal change-control routes
Rocketlane documents task and document approvals. It is a candidate for recording a decision within an existing implementation project. Confirm how the approved material relates to project dates and tasks; a document approval does not necessarily update the plan automatically.
OpenText PPM documents a scope-change workflow with review and approval routing. It is relevant where the organization already operates formal project change control. Confirm the installed version and configured process; the linked documentation covers the stated release family, not every account.
These routes reflect different operating contexts. A small implementation team may need a clear change record rather than a portfolio-management platform. Avoid expanding the software purchase merely because a formal workflow has more stages.
Evaluate a request approved with a condition
Create a synthetic project and request an additional deliverable. Have the decision owner accept it subject to another input. Ask the project owner to show the updated work, condition and customer-visible plan.
Then withdraw the requested change before the dependent work begins. Inspect which tasks and dates require correction and who receives that work. If the product leaves reconciliation manual, document the owner and checklist.
Include a change whose impact is not yet known. The workflow should permit an explicit investigation state or an equivalent convention, rather than forcing the coordinator to invent a completion date to satisfy a field.
Avoid competing plans
Keep one implementation plan authoritative. A decision record may link to it, but a separate spreadsheet should not silently become a second current scope. Name the person responsible for applying an accepted change and confirming the handoff.
Kickoff readiness establishes the original accepted project. Browse the Customer Onboarding hub for the later collection and acceptance handoffs.