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The ITIL Best Practice Maps for Change Management are a great way to help jumpstart your ITILA® projects. An electronic copy of the Microsoft Word Change Management best practices document that was used to develop the TaskMaps. Change Management Review Process: ITIL guided process that includes optional paths show review priority, change priority level, update change log, and send RFC to approval process. Change Advisory Board Process: select CAB Members, send meeting notification, define voting logic for CAB approval, update change log, Ensure required quorum of voters present, reschedule RFC review, Present RFC at CAB meeting, update change log, set RFC status to pending, vote on RFC approval, and update change log. ITIL emerged in the 1980's when the UK Government's Central Computer and Telecommunications Agency (CCTA, which is now known as the Office of Government Commerce (OGC)) gathered practices from users, suppliers and consultants.
ITIL v3, aligning with business strategy, is worked out based on a service lifecycle approach.
Under the five core phases, there are 23 processes and 4 functions which manage different activities within the lifecycle. The ITIL Framework provides "best practice" guidelines and architectures for IT Service Management and is the most widely used and accepted approach throughout the world. Recommendations on improvements have been considered and reviewed after the assessment exercise. The ITIL version 3 Foundation Training and Certification Programme commenced in 2009.  Our aim is to have all staff understand best practice in IT Service Management.
All our professional, administrative and clerical staff have undertaken the Programme.  This is an ongoing programme through which new staff joining us will also be benefited from this Programme. We implement a suite of solutions conforming to ITIL v3 best practices and framework to assist us in the ITSM improvement process. The Service Desk is to replace our home-grown Helpdesk Systems.  We also work to build in the design and workflows for two important ITIL processes, Incident Management and Problem Management.
These will cover 3 other phases including Configuration Management, Change Management and Release Management. Launch the Service Desk system with training provided to Service Desk analysts in using the system.  Adopted the process on Incident Management.
When planning for change, an ITIL change management process will be most effective since it will ensure the use of standardized methods and procedures for the effective handling of any scheduled IT infrastructure changes.
An ITIL change management process can be a daunting task for system administrators because it may include changing a whole or part of a company’s IT systems infrastructure. Generally speaking, administrators like to have the same standard environment across their networks as much as possible. At least once a month administrators are faced with the task of patching their network which is generally done after hours to avoid having an impact on productivity.
Leaving one’s work station open and allowing users to install anything they want to can create a lot of problems.
Time and time again we hear about how some military personnel installed file sharing software and mistakenly ended up sharing classified information.

What we can expect is that an administrator needs to be aware of what’s running on their networks, and for this to be achieved, the proposed change management process must clearly define what needs to be done in order to control and monitor all company activities on the network. Communicating and enforcing policies so that employees can know and follow when doing anything which will cause a change to the organization, be it installing software or even changing a systems configuration. Even by implementing only these two basic steps of an ITIL change management process, an organization can ensure that their administrators can keep tab on what is deployed on their networks and their configuration. Emmanuel Carabott (CISSP) Certified Information Systems Security Professional has been working in the IT field for the past 18 years. Emmanuel is also a contributor to the GFI Blog where he regularly posts articles on various topics of interest to sysadmins and other IT professions focusing primarily on the area of information security.
All content at this site is Copyright 2007 - 2012, Best IT Documents, Inc all rights reserved. Harvard Computing Group offers this package of ITIL Change Management TaskMapsA® that covers all aspects of these important processes. It is a source of good practices in IT Service Management (ITSM), "the effective and efficient, process driven management of quality IT services". To understand more about ITIL, one can visit OGC's web site which contains a very informative knowledge centre to understand more about ITIL through their publications, case studies and webcasts. This means that at some point a company will need to go through a change management process to keep up to date with the latest technologies. By following ITIL’s best practices will also mean that the risks of any negative impacts on other systems caused by an ill planned change management process are drastically minimized.
It is of paramount importance that this task is planned and structured effectively, since ultimately the aim is to enhance and boost a company’s productivity. This doesn’t mean that employees in finance will have the same software that the development team has but it generally does mean that people in the same department will have the same software and system setup. Administrators know that patching is not just about downloading a patch and pushing it out to the network, because sometimes patches do not play nice with certain applications and there are many reported cases where, after installing a patch a machine no longer boots and instead displays the dreaded blue screen of death. It’s not just that the administrator’s testing efforts can be thrown to waste because what he tested on wasn’t what he found once the patches were installed on workstations; employees might not know the implications of what they’re installing and they might not be aware of the licensing requirements.
We cannot really expect that someone who is proficient in using office applications will automatically know the implications of installing software. Change management is obviously a vast subject but one doesn’t need to implement every single part, In this case, a systems administrator will only need to focus on employing a solution that will promise complete control and management of the company’s network infrastructure, thus eliminating the occurrence of major disasters!
Such a policy doesn’t have to be complicated, in fact simple works best, so you could have a policy whereby any employee who requires changes gets them implemented by an administrator. I think that as a bare minimum one needs to periodically monitor what applications and what hardware is installed on each workstation. The administrators will be in a position to tests changes before they occur thus saving the organization from possible downtime.
Not only can software restriction policies be time-consuming to create and maintain, they’re frequently easy to circumvent by users.

Although software restriction policies are no doubt a major burden with regards to both maintenance and resources, it is an essential precaution.
In addition, if you wish to distribute these maps in their current form or modified versions of your ITIL TaskMaps within your organization, please refer to the organization license (TMITIL04) below. ITIL version 2 was developed in 2001 and it was further improved leading to ITIL version 3 in 2007.
People who aren’t in IT might see this as a waste, possibly even think that administrators do this to save time or do less work but there are a number of very good reasons for this.
To avoid such hiccups an administrator generally has test machines mirroring each and every system setup out in his network. An employee might not take the time to read the license agreement of the free application he downloaded thinking that it was okay to use without realising that free use was only allowed in a personal and not a business environment.
Even in an environment where employees have restricted rights one cannot trust that they will not find a way around your policies.
Administrators will also be able to safeguard the organization from possible liability due to the use of illegal or incorrectly licensed software and if properly implemented this will also have a minimal impact on employees – all in all, such a change management process results in a win-win situation for everyone. For example, rules based on the publisher of a program can sometimes be defeated by simply renaming a file. However, it should be considered that software restriction policies should evolve just as much as the methods to skirt around them.
He first updates his test machine, tests that critical business applications work as expected and only once he is satisfied that these patches create no issues will he push patches out to the rest of his network now. Monitoring is not hard to implement, by either using scripts or free software to report on applications and hardware. Without an existing system for checks and balances, the company will simply break down from the exploitive employees that work for it. For additional convenience and peace of mind one can also deploy software that informs the administrator when changes occur, this can be set both in real time as well as on a schedule.
Rules limiting application launches to those located only in Windows program files may be effective if users don’t have to run programs from other locations on the network, such as from a server.
This is a perfect example, in which an effective Change Management System process should come into play. Having such a system in place would reduce the load on the administrator as their attention would only be required when changes happen.

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