The ITIL Change Management process is comprehensively described within the official publications, but within this article we attempt to provide a high level overview of the stages of the Change Management process, the various roles that need to be undertaken at each stage and also details of the responsibilities.
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The content of this site may be unmoderated submissions from unauthenticated users and as such it cannot and does not represent the views of ITILnews, its Principals or sponsors. 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.
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Receipt of user complaints and grievances: A complaint is received, classified and recorded.
The issue is investigated and clear instructions on what to do to correct the anomaly are given to the customer. If the initial support staff is unable to deal with the problem, it is passed on to higher and more qualified levels of the support team. Some issues are easily resolved by the support staff, others may require formal resolution while others are more complex and may require the incident management team to forward a request for change to its system or user.
Prozessziel: Im Change Management werden samtliche Anderungen an der IT-Infrastruktur und ihrer Komponenten (Configuration Items) autorisiert und dokumentiert, um storende Auswirkungen auf den laufenden Betrieb so gering wie moglich zu halten. Prozessziel: Es sollen Regelungen erarbeitet werden, die fur die IT-Organisation eindeutig definieren, welche Changes ohne Durchlaufen des Change-Management-Prozesses durchgefuhrt werden durfen. Prozessziel: Es soll sichergestellt werden, dass nur RFCs in den Change-Management-Prozess eingehen, die den definierten Qualitatsanforderungen entsprechen. Prozessziel: Freigabe oder Zuruckweisung eines Changes sowie vorlaufige Terminierung und Aufnahme in die FSC (Forward Schedule of Changes). Prozessziel: Freigegebene Changes sollen zu Releases gebundelt und die Freigabe zum Rollout durch das Change Management erteilt werden. Prozessziel: Begutachtung des Verlaufs und der Ergebnisse der Change-Implementierung, so dass fur spatere Nachforschungen eine vollstandige Dokumentation vorliegt und aus Fehlern gelernt werden kann. Prozessziel: Schnellstmogliche Freigabe oder Zuruckweisung eines Urgent Changes, der zur Behebung eines Notfalls dienen soll. Emergency Committee (EC): Das Emergency Committee ist die Instanz zur Bewilligung von Changes in Notfallen, die aufgrund der Dringlichkeit keine ordnungsgema?e Einberufung des CAB erlauben. Der Inhalt ist verfugbar unter der Lizenz Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License, sofern nicht anders angegeben.
The goal of change management is to manage the changes process and to limit the introduction of errors and incidents related to the change. Request For Change (RFC): Should be stored in Configuration Management System (CMS) even if it’s rejected. Change schedule: It’s a document which contains list of all approved changes and their schedules. Change management: It’s the overall processes and procedures that control the lifecycle of any change. The goal of change management is to have the best change with minimal destruction to the other IT services or the business. Recording: Making sure that the source of change can submit this request and it’s recorded in the database. Evaluation: Checking if the change is successful (by meeting the expected goal), drawing conclusion and learned lessons how we can improve the process.
Overall responsibility for change management in the consullation with management liaison & CAB. In charge of reaching all change management goals and developing methods to ensure from the effectiveness and efficiency. Note: Change manager could be product, project or problem manager but not the incident manager.
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Implementing ITIL Change Management in a Global Organization Presenter: Paul Fibkins, Senior VP Global Process Owner Paul shares his practical experience Implementing ITIL Change Management Best Practices in a Global Financial Organization. In general, change requests go through 3 main goalposts: -Initiation-Approval-Implementation.
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. All members working on the same matter must however record their progress in a common log book.
ITIL was originally created by a UK government agency (the CCTA) and is now being adopted worldwide as the de facto standard for best practices in the provision of IT Service. Die Reihenfolge der einzelnen Schritte wird geplant und kommuniziert, um eventuelle Uberschneidungen fruhestmoglich zu erkennen. Es wird vom Change Manager oder dessen Vertreter fur Notfalle einberufen, wobei die Zusammensetzung je nach Situation bestimmt wird.
He will describe their journey - from 100 fiefdoms to an ITIL federation that includes getting 10,000 IT professionals making 10,000 changes a week to row in the same direction. 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. Our goal in creating the process maps for the ITIL documents was to develop a systematic approach to implementing ITIL best practices. Die Verantwortung dafur tragt der Change Manager, sowie das Change Advisory Board (CAB) bei weitreichenden Veranderungen. Damit das EC im Notfall mit Sicherheit handlungsfahig ist, muss eine Vertreter- und Verfugbarkeits-Regelung fur die Mitglieder getroffen werden.
By instigating these effective and repeatable best practices, we can monitor and improve upon quality, training and technology transfer, compliance and efficiency. This flow here either assumes that all these steps are implemented in a controlled environment (where back-out can be implemented with minimal or no impact on production) OR disregards the need for such a critical control step. Impact assessment must be done at a higher level than that of the person implementing the change3. Finally, the Change Initiator (not the Change Manager) should be the one closing out the change request.



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