Amongst others,  iCAB makes sure that proper communication takes place  to  relevant parties about maintenance breaks and upcoming changes. The iCAB Change Manager runs the iCAB meetings and supervise the proper application of  the change management process within the scope of the iCAB.  Project work is work aimed at the achievement of a number of objectives through the  execution of a set of coordinated and interdependent tasks. It has a start and an end.  Amongst the numerous state-of-the-practice project management methodologies, ECHA  has decided to adopt a tailored version of Prince2.  The general objective of applying such methodology is to maximise the probability of  success of the IT Projects, defined as on target and in use, on budget, at the right quality  level and on time.  In some cases, the methodology can be streamlined and yet fit the purpose above, if  some criteria are met. Therefore, we differentiate between Full and Lightweight projects. Full Projects are for work that requires strong coordination and management provided by  the project framework due to the complexity or size of the work, the need for extensive  multi-party coordination or any other similar reason. Lightweight Projects are for situations where the work would benefit from a project style  approach even though not in its full span. Lightweight Projects use minimal governance, alleviating the investment decision-making,  the project organisation (only a Project Manager is mandatory, accountable to her line  management), reporting and controls. Programme Plans should indicate whether a Project is Full or Lightweight and the  Programme Board remains the main reporting instance also for Lightweight Projects.  Lightweight Projects are mostly suited for change work or for establishing new Services in  the area of ICT infrastructure services, workplace services, ADSM, or process  improvement initiatives in one Unit or one Directorate. Good examples are automation of  build and deploy tasks, efficiency improvement of Service Management work through  better tooling, new printing service etc.  This simple governance approach is not suitable for work related to the execution of an IT  Investment Vision. As a rule of thumb, the total lifetime cost of a Lightweight Project cannot exceed 1M€,  including the cost of ECHA staff. Lightweight Projects  do not require approval of an IT Investment Vision, but they  require a PID normally approved in the pertinent Programme Board .  Document code:  PRO-0027.06  Security level:  Internal  Effective date:  15/01/2019  ICT Governance  3.5.3. Projects  Full Projects Lightweight Projects  TEM-0129.01  Uncontrolled copy once printed. Ensure that the right version is in use.  Page  41  of  92