Change Control Log

A. Singh flagged that load-testing the video visit infrastructure against a production-realistic patient volume required a dedicated staging environment separate from the shared dev/test environment already in use — running load tests there risked disrupting both teams' daily work. Requested and approved as a one-time infrastructure cost ahead of Release 1 hardening (Sprint 5).

Ahead of Sprint 7's full historical record migration, early data-quality spot-checks on the legacy archive surfaced more inconsistent field mappings than the original migration pipeline (built in Sprint 1) was designed to handle automatically. Rather than risk the Sprint 8 cutover date, Anchor requested two short-term contractors for Sprint 7 only to build additional remediation scripts. This is the change referenced as risk R-04 in the RAIDD Log and the Sprint 6 Status Report's Amber budget rating.

The full historical migration's larger-than-planned remediation effort (see CR-02) meant Compliance needed more than the originally planned 2 business days to validate the archive before Release 2 cutover. The Sprint 8 sprint boundary and May 8 go-live date did not move — instead, the final regression-testing window inside Sprint 8 was compressed from 4 days to 1 day to make room. This trade-off was explicitly accepted (not silently absorbed) and logged as an accepted residual risk rather than a schedule slip.

Compliance flagged that the video-visit feature's PHI handling had never been penetration tested by an independent third party — internal security review alone wasn't sufficient for a patient-facing telehealth feature. A one-time external pen-test engagement was added ahead of Release 1 hardening.

Team Anchor's defect backlog grew faster than its two offshore QA analysts (M. Chen, P. Kumar) could burn down ahead of the Release 1 hardening sprint. A third offshore QA analyst was added for Sprints 3-4 only to clear the backlog before hardening began.

Early Release 1 usage data showed email appointment reminders had a materially lower open rate than expected. Team Falcon added a third-party SMS/push notification vendor to supplement email, a scope addition beyond the original PI objective's email-only reminder design.

Google Play rejected the initial Android submission over a permissions-declaration issue in S. Park's build. Rather than delay the entire Release 1 launch, iOS shipped on schedule and Android followed one sprint later once the resubmission was approved.

Release 2's full cutover expands the patient-facing surface significantly; an independent WCAG 2.1 AA accessibility audit was added ahead of cutover, since the original scope only included internal accessibility self-review.

Family Caregiver Proxy Access was an originally committed PI objective for Release 2, but the Sprint 7 data migration remediation (CR-02) and compliance review extension (CR-03) consumed the capacity that feature needed. Formally deferred to the post-cutover backlog rather than silently dropped, since it was a committed PI objective and required Sponsor sign-off to descope.

Given the legacy decommissioning happening concurrently with cutover, the Sponsor requested extending full-team hypercare support from the standard one sprint to three sprints post-cutover, to absorb any late-surfacing migration issues before the team stood down to steady-state support levels.

Backlog reprioritization within approved scope: Product Owner decides directly, no CR needed. Anything affecting the cost baseline, the release date, or a compliance-relevant timeline: Sponsor approval required (and Compliance co-approval when the change touches a PHI/patient-safety review, as in CR-03). This program never required a full Steering Committee vote for a CR — appropriate to its size, compared to the Enrollment & Claims program's heavier approval chain for its $7M baseline.