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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. Implementing a continual organizational change process reduces the cost of changing, enables companies to implement changes faster, improves change results, and helps create a high performance business!
Some change agents may think of the organizational change process as being very similar to the John Kotter8 Steps change management model. As a change management consultant I suggest to you there is a more 'effective change management' approach for ensuring your organizations goals are achieved!
So why have I outlined the organizational change process below in a series of steps similar to the John Kotter change management model?
The reason is, I am using the steps below is to demonstrate that the organizational change process may have key milestones or 'boxes to tick', to ensure we are covering necessary things and heading in the right direction.
For your organization to achieve long-term sustainable results from its change management activities, for it to be the best it possibly can, the process must be implemented as a continuing management operating process!
What I believe is that to be a top performing organization firms need to maintain a regular routine process that involves continual review, to continually improve and continually stay ahead. In short, the organizational change process starts, goes through a series of steps, achieves an outcome, and then starts over again.
It is true, to make this possible in the competitive business world we live in today organizations have to employ top people. The benefit however is by establishing a change management process as a business system that embraces the opportunity to review and change with flexibility on a regular basis it set's the company up for rapid success. We do not live in a world of certainty and predictability so organizations must establish a system of working within this type of environment.

This is an eleven step summary of the general organizational change process that any organization can refer to. If not, how could you set up a management operating system inside your organization so that the review of improvement opportunities is undertaken on a regular daily ongoing basis as part of your daily management processes. One benefit of this awareness and pressure is that it gets things moving and when actioned correctly, it gets positive things done.
This awareness among your employees is significant benefit for your business because it provides your organization a motivational edge. And in addition this invites into the business anticipation of what lies ahead which is more important than ever before because of the rapid rate that business consumer and producer markets are changing and with tougher competition and so on.
The second step in the organizational change process is to recognize where in the business is the most important need right now. Internally often the area of need can be recognized by reviewing the company's financial performance. One benefit of analyzing the business is recognizing the area where changes are most needed now. The third step in the organizational change process is to diagnose the extent of how broad the opportunity is to improve.
Initially the various change management tools such as internal interviews, survey questionnaires, workplace observation, and data mining and brainstorming techniques can be used.
Collect and analyze as much information as is needed when managing change in the workplace to be able to make the first major decision. More than one area of the business may improve with some causes of actions, while other actions may not fit well because they may cause a problem somewhere else. One benefit of this step is the opportunity to determine the right action that will deliver the sustainable results you seek in the shortest possible time.
Selecting the best course of action to take is the second major decision in the organizational change process. Refer to the change management templates section of this site for change management forms that can be used in the organizational change process, such for developing change management plans, and for links to other change management resources available at this site. Check your original business plan against your change management plan and its scheduled roll-out. Implementation should go ahead smoothly if the diagnosis and involvement of staff and the stakeholder analysis has been undertaken thoroughly.
Measure the actual outcomes against the planned deliverables, and review the 'as is' against the 'as was'. Report the efficiency and effectiveness of the new business systems and processes back into the ongoing organizational change process. Staff barbeques and interdepartmental sports matches are two functions of the organizational change process I have been involved in with firms celebrating successful change management and business improvement implementations. These types of events are great for continuous improvement strategies, with most people involved having a nice time they can also help to bring different teams within the company closer together.
Other options organizations use to celebrate achievements include staff recognition and reward programs, promotions and positive performance appraisals. For successful change, and to sustain the commitment to change, the organizational change process cycle needs to keep going. When changes and improvements are later required, people become uncomfortable and the firm and people will have more challenges. By structuring your organizational change process as a system of continuing need to improve, the issues that may be holding your organization back from doing its best become visible. By implementing a business change management process that focuses attention on all aspects of the organization, including those aspects that are not changing, sustainability of high performance becomes achievable. Change resistance can provide substantial benefits to your firm as later in the organizational change process people begin to suggest more ways to improve and to make more changes.
One of the reasons people may initially resist change is because they were not involved in the development of the project initiatives.
Initially their behavior may appear mechanical, however as the change management benefits start to come through and the momentum increases, their commitment to the project initiatives and the organization builds. The change management process is an action filled cycle that can cover the entire organization and is why being a change agent and change management consultant is one of the most exciting roles in any business. Gaining agreement and receiving sign-off approval from all stakeholders involved including departments heads, senior managers and team leaders. The development of the change management plan, including acquiring the allocation of resources, establishing measuring and monitoring systems and doing final re-assessments.
Post implementation updating of company procedure manuals and records, and continued reviews to identify additional needs after implementing the change.
For further assistance with the organizational change process from a change management consultant and business improvement specialist, contact me and I will be happy to set up an appointment with you.
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.

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. Perhaps suggesting it is a series of pre-defined steps and using this type of change management theory as a set approach to the change management process. What I hope is the discussion below makes the point that a continual high performance organizational change process can be developed, and it can be installed for your organization to be a sustainable high performance business. Yes I agree this does require some skills outside of the scope of traditional change management theories. It is a business process that produces the answers for which change management activities are required that will result in an improvement to the business.
Or they must contract external change management consultants with skills in this type of organizational change process. While reviewing this, ask yourself does your organization undertake this or a similar process on a regular basis?
A company's people need to be aware that there is a continuing pressure to make a change or improve. Maybe the CEO has insights into what lies ahead and this awareness becomes the internal pressure to change.
We may be aware that there is pressure for our business or department to improve of change, but how do we determine what area within our business or department to focus on. It may be by looking at what gaps exist between where the business is now and where you want it to be, or by comparing the elements of a high performance business to your own, or by benchmarking against competitors. However you may also recognize a need in the company's staff attrition rates, number of injuries at work or when the firm is not producing the volume it has the capacity to produce.
To diagnose the existing issues or problems affect on the firm and which aspect of it should be focused on first?
In addition, to complete a root causes analysis of the main issues, some of the operations management tools to use include Pareto charts, fishbone diagrams and the 5 whys.
Reviewing and comparing possible courses of action is the fifth step of the organizational change process. Continue with additional brainstorming activities and data analysis with your team and through stakeholder analysis to develop the best courses of action available.
Try to base this decision on the achievement of the end result being in support of the firm's strategic objectives, and one that can be sustainable and provide financial benefit to your firm. Planning the change will involve answering the questions of who, what, when, where, how and why. Implementing the changes and improvements is the ninth step in the organizational change process, the action phase. If the project has been rushed through without proper consultation and review then it may be a very hard project to implement, more expensive, and could take a very long time. Ensure your firm can maintain sustainable results after the change by having an installed management operating system. If your firm makes a change and then ceases to continue the process that begins in a continuing review, before long people will likely settle back to the old way of doing things.
My point here is to highlight the necessity of establishing a business culture of continuous change and improvement.
However because they are a part of the organization they will in most cases participate in the roll-out.
For piece of mind and an absolutely free discussion and review of the challenges facing your business contact me today. 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. This is an area of the change management training and implementation service I provide as a change management consultant.
There may be too much down time of equipment, high maintenance, failure and defect rates, or the trend is successful sales calls may be heading down. It may involve organizational wide analysis including reviewing the firms goals, plans and practices, or may involve just one department or function. Answering the question: Are we going to fix the problem, or not fix it and maintain the course we are on? At this point begin to consider the elements of my actionable change management model outlined on this site.
Understand and highlight any differences the impact of the change may have on the business plan and make adjustments where necessary. Communicate the details of the plan to all people involved and ensure understanding of the changes, how it effects them and their required involvement.
Otherwise things will stand still, the status quo will remain the same and many things will never change. Each one of the aspects of this model will need to be considered in the plans development for the best chance of change management and improvement success.

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