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ITIL Change Management
| — | Goal : Ensure that standardized methods and procedures are used for efficient and prompt handling of all changes, in order to minimize the impact of Change-related incidents upon service quality, and consequently to improve the the day-to-day operations of the organization |
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| — | Input : RFCs, CMDB, Forward Schedule of Changes(FSC)) |
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| | | | | • | Managing changes and the change process |
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| | | | | • | Chairing the CAB and CAB/EC |
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| | | | | • | Reviewing and closing RFCs |
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| | | | | • | Better alignment of IT service to business requirements |
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| | | | | • | Increased visibility and communication on changes to both business and service support staff |
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| | | | | • | Improved risk assessment |
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| | | | | • | Reduced adverse impact of changes on the quality of services and on SLAs |
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| | | | | • | Improved problem and availability management through the use of valuable management information relating to changes |
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| | | | | • | Fewer changes to be backed-out |
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Change Management Overview
Mission Statement Coordinate and control all changes to IT services to minimize adverse impacts of those changes to business operations and the users of IT services.
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Process Goal Achieve the process mission by implementing:
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• ITIL-aligned Change Management Policies, Processes and Procedures
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• Standardized methods and techniques for efficient handling of changes
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• Dedicated Change Manager
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• Forward Schedule of Changes (FSC)
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• Published Service Availability (PSA) reports
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• Proper levels of pre and post Change communications with customers and users
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Critical Success Factors (CSFs) The Critical Success Factors (CSFs) are:
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• Making Quick And Accurate Changes Based On Business Priorities
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• Protecting Services When Making Changes
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Key Activities The key activities for this process are:
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• Prioritize and classify changes
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• Coordinate change impact assessment
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• Coordinate approval of changes
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• Coordinate scheduling of changes
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• Coordinate implementation of changes
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• Conduct post implementation reviews
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• Provide management information about Change Management quality and operations
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Key Performance Indicators (KPIs) Examples of Key Process Performance Indicators (KPIs) are shown in the list below. Each one is mapped to a Critical Success Factor (CSF).
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Controlling Changes
• Number of RFCs processed
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• Number of RFCs rejected
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• Number of unauthorized changes detected
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• Number of RFCs implemented on schedule
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• Number of RFCs requiring reschedules
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Making Quick and Accurate Changes Based On Business Priorities
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• Number of RFCs marked as URGENT
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• Number of RFCs not tested prior to implementation
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• Number of RFCs that failed
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• Number of RFCs without business case
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• Number of RFCs bypassing CAB or CAB/EC
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Protecting Services When making Changes
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• Number of SEV1 incidents caused by RFC implementation
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• Number of SEV2 incidents caused by RFC implementation
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• Number of other incidents caused by RFC implementation
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• Number of RFCs without a backup strategy
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