Used by successful individuals and organizations around the world, Changemethod gives you everything you need to lead, plan, implement, measure and sustain your organizational change program. The Change Management Plan template describes the time-line, tasks, activities, dependencies and milestones that will move the people and organization from current to future state. The heart of the plan will be the activities to address the change impacts identified which should move stakeholders along the commitment, facilitate adoption of the change solution and achieve anticipated business benefits.
The Change Impact Assessment and Change Management Strategy deliverables are the key inputs; the output should be continually reviewed and refined throughout the program.
Achieving Work Life Balance Mar 10, 16 12:39 PMCreating work life balance is an integral step to a stress free life. ITG’s CENTRE software can be integrated with our consulting solutions to improve your implementation timeline and provide your organization with an efficient solution to manage your change processes configured to meet your requirements. Incorporating CENTRE’s change management module with our consulting implementation allows you to add speed and definition to your change management practices without having to decide on what method to use for change management.  Importance can shift to focus your efforts on items of significance, such as managing change results and shaping the correct user behavior, providing a faster implementation with more control, less paperwork, and lower costs for maintenance.
Please contact us today to learn how CENTRE can provide the ideal change management solution. In ITIL 2011 the structure of the Change Management process has been modified to highlight that significant Changes require authorization at different points in their lifecycle.
The process overview of ITIL Change Management (.JPG) is showing the most important interfaces (see Figure 1) of the process. New sub-processes have been added to assess Change Proposals and to implement minor Changes. Change Management now submits major Changes to the Change Evaluation process for a formal assessment. Change Scheduling has been revised so that the detailed planning of a Change and the corresponding Release is performed by Release Management. Change Management according to ITIL V3 introduced Change Models, putting more emphasis on defining different types of Changes and how they are to be handled.
Process Objective: To provide templates and guidance for the authorization of Changes, and to supply the other IT Service Management processes with information on planned and ongoing Changes.
Process Objective: To asses Change Proposals which are typically submitted for significant Changes by Service Strategy.
Process Objective: To filter out Requests for Change which do not contain all information required for assessment or which are deemed impractical. Process Objective: To assess, authorize and implement an Emergency Change as quickly as possible.
Process Objective: To determine the required level of authorization for the assessment of a proposed Change. Process Objective: To authorize detailed Change and Release planning, and to assess the resulting Project Plan prior to authorizing the Change Build phase. Process Objective: To assess if all required Change components have been built and properly tested, and to authorize the Change Deployment phase.
Process Objective: To implement low-risk, well-understood Changes which do not require the involvement of Release Management. Process Objective: To assess the course of the Change implementation and the achieved results, in order to verify that a complete history if activities is present for future reference, and to make sure that any mistakes are analyzed and lessons learned. The addition, modification or removal of anything that could have an effect on IT services. Certain types of major Changes, like the introduction of a new service or a substantial change to an existing service, require formal Change evaluations before being authorized. The decision to authorize or reject a proposed Change is based on the completed Change Assessment.
A Change Proposal describes a proposed major Change, like the introduction of a new service or a substantial change to an existing service. The Change Record contains all the details of a Change, documenting the lifecycle of a single Change. A Document that lists all approved Change Proposals and Changes and their planned implementation dates.
A Change that must be introduced as soon as possible - for example, to resolve a major incident or implement a security patch. The Projected Service Outage (PSO) document lists any expected deviations from the service availability agreed in SLAs.


His primary objective is to enable beneficial Changes to be made, with minimum disruption to IT services. For important Changes, the Change Manager will refer the authorization of Changes to the Change Advisory Board (CAB). A group of people that advises the Change Manager in the assessment, prioritization and scheduling of Changes. This board is usually made up of representatives from all areas within the IT organization, the business, and third parties such as suppliers.
A sub-set of the Change Advisory Board who makes decisions about high impact Emergency Changes. Membership of the ECAB may be decided at the time a meeting is called, and depends on the nature of the Emergency Change. Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted. When we would license a song for ringtone distribution we’d email each other; “Anybody know this song?
I was young, in-experienced, and wasn’t the model employee for the next couple of months while I figured out how to make sense of the change.
Knowing what I know today, what words of wisdom would I have for Mike to help him deal with “2003 Jason”? After the shock wears off, Jason will probably be in denial for a while, then he’ll likely get angry or frustrated. After that, he’ll start to come around. The change I went through was quite simple compared to the disruption that can be caused by an Agile transformation at your average company. My title changed, and so did the inputs to my work but not many of my daily routines were affected until we started growing like crazy.
Now imagine everyone in a mid-size organization of 200 people all going through the same emotional phases I did with Mike’s help. Create Alignment: Start by creating a big visible room to manage the transformation program and create a ‘change canvas’ with the executives. Maximize Communication: Use informal communication sessions called Lean Coffee to establish open and honest dialogue about the change. This is by no means an exhaustive list of what you can do to manage the emotional response people have to change. Jason LittleAuthor, Lean Change Management at LeanintuitI began my career as a web developer when Cold Fusion roamed the earth. In 2008 I attended an experiential learning conference (AYE) about how people experience change and since then, I’ve been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change.
Latest PostsSuccessful Agile Transformation through Community Building on April 15, 2016 Alternatives to Agile Scaling Frameworks on March 29, 2016Scaling Agile is a hot topic nowadays…well, most of the early adopters in Agile have already moved on from this but many organizations in the late majority are looking to scaling frameworks to help them be more Agile.
Removing the Mumbo-Jumbo from Change Management on March 21, 2016A couple of weeks ago Thomas Cagley interviewed me for his SPaMCAST podcast. For example in the chapter dealing with Desire, Hiatt explores four factors that influence a persons' desire to change. The primary objective of Change Management is to enable beneficial Changes to be made, with minimum disruption to IT services. In ITIL 2011 Change Models have been given a more prominent role in Change Management, being used not only for Standard Changes (low-risk Changes on an operational level), but also for recurring significant Changes.
The purpose of assessing Change Proposals is to identify possible issues prior to the start of design activities.
This process is invoked if normal Change Management procedures cannot be applied because an emergency requires immediate action. Significant Changes are passed on to the CAB for assessment, while minor Changes are immediately assessed and authorized by the Change Manager.
The scope should include changes to all architectures, processes, tools, metrics and documentation, as well as changes to IT services and other configuration items. In particular, the assessment is about properly understanding the risks associated with the implementation of a Change.
While Change Models can be created for Changes of any scale, they are often used to define Standard Changes (low-risk, pre-authorized Changes like installing additional hardware on a client PC). The purpose of Change Proposals is to communicate a proposed major Change and assess its risk, impact and feasibility before design activities begin.
An RFC, specifying the details of the proposed Change, must be submitted to Change Management for every non-standard Change (see also: ITIL Checklist Request for Change - RFC).


An RFC includes details of the proposed Change, and may be recorded on paper or electronically. This company was the first to create a mobile content creation and delivery platform for wireless carriers in Canada. Who can create it?” Ah, the good ‘ol days sitting in front of my Roland JX-8P banging out the theme to Rocky! There was no change management team handling the integration of the two companies, what got me through it was Mike, my new boss. He’ll start experimenting in order to figure out his place in the new world, and eventually the hubbub will die down.
Give him time and over-communicate early on about why he’s been given these new responsibilities, and help him grow. When people are lost in a sea of emotions as a result of a disruptive change like an Agile transformation, there are counter-measures you can take that will help you make sense of what to do next. On flip chart paper, write down in non-buzzwordy language why this change happening, who is affected and what the benefits are.
Motivation isn’t everything, sometimes people need to develop capability first, but look for what motivates different people. You do not want to be dependent on your coach or consultants, encourage teams to learn from each other.
These are some of the ideas in Lean Change Management that can help you, as a change agent, help your stakeholders understand that planning alone isn’t enough to manage the complexity and disruption caused by an Agile transformation. Oddly enough, a few days later, I had an opportunity to try another experiment using storytelling. In this context, the Change Management Policy specifies the levels of authorization required to authorize different types of Changes and other rules for assessing Changes.
One of the co-founders handled the content licensing, and the other co-founder built and maintained the platform. He had the skills and experience to make this change work, and is still the best manager I’ve ever had.
Fortunately for me, Mike already knew all that, and to this day, is the best manager I’ve ever had.
New processes create extra work until the organization learns that these new processes should make some old processes obsolete. It’s a massive shift! Next, put up a “feedback” area next to these 3 statements, and let employees poke holes in each of them. Someone may be a natural fit for a Scrum Master role (assuming Scrum is one of the processes you’re implementing!). Innovation and collaboration doesn’t happen by chance; you as a change agent or manager need to enable it. The bumps and bruises I collected along the way helped me realize that helping organizations adopt Agile practices was less about the practices, and all about change.
Learn to inspire and influence others using relationship management and emotional intelligence. I ended up managing the content catalog, and storefront, which included creating ringtones, and wallpaper that people could buy, and download onto their phones.
Not much changed over the next couple of weeks, but one day I came into work and found a box of business cards on my desk: “Jason Little, Director of Storefront Development”. This gets executives and the change team feedback and because it’s anonymous, it’ll actually be helpful!
The motivational nudge to my ego far outweighed the uncertainty of working with new management.
I’d probably explain how Jason is likely going to be a pain in the ass to work with while he pushes his way through a roller-coaster ride of feelings.



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