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. 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. 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.
Es wird eindrA?cklich und gut nachvollziehbar aufgezeigt, was eigentlich alles getan werden sollte, um Die 4 Phasen zur ITILA® Master Qualifikation 20.
Anders als die darunterA liegenden Qualifizierungen, fokussiert sich die IT Governance Berufsbilder CISA, CISM, CGEIT & CRISC 9. COBIT ist der IT Governance Leitfaden fA?r verantwortungsvolle Service Manager, welcher die zusA¤tzliche Sicht vermittelt, die Sicherstellung der Services nicht nur Performance-Orientiert, Neues Buch: ITIL V3 Planning to implement IT Service Management 22.
Speziell dabei ist, das nicht die Prozesse und Werkzeuge, sondern die VerA¤nderungen der Menschen im Vordergrund stehen.
Das Forum bietet sowohl Einblicke in Problemstellungen als auch praktische LA¶sungsansA¤tze sowie Best Practices und aktives Networking.



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