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. ITIL is an approach used by businesses to identify customer needs and issues and address them fully. 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. The main goal of Change Management is for all the changes that need to be made to IT infrastructure and services to be performed and implemented correctly by ensuring standard procedures are followed. Can be undone by running back-out plans if the system functions incorrectly after implementation. If the change has a negative impact on the IT structure, the process of returning to a stable configuration is relatively quick and simple. The true costs associated with the change are evaluated and it is therefore easier to assess the true return on the investment.
The various departments concerned must accept the authority of Change Management over issues relating to the change, independently from whether the change is made to solve a problem, improve a service or adapt the system to legal requirements.
Established procedures are not followed, and in particular, the information on CIs is not updated properly in the CMDB.
The people responsible for Change Management lack an in-depth knowledge of the organisation's activities, services, needs and IT structure, making them unable to perform their tasks adequately.
Change management personnel do not have the right software tools to monitor and document the process properly. There is insufficient commitment on the part of top management to implement the associated processes rigorously.
Excessively restrictive procedures are adopted, getting in the way of improvements, or alternatively, the change process is trivialised, resulting in insufficient stability for quality of service to be ensured. 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. Process-Objective: In Change Management, all Changes to the IT infrastructure and its components (Configuration Items) are authorized and documented, in order to ensure that interruptive effects upon the running operation are kept to a minimum.
Process objective: Rules are to be set that define explicitly for the IT organization, which Changes are allowed to be implemented without being subjected to the Change Management Process. Process objective: It is to be ensured, that only RFC which are in accordance with the defined quality requirements are accepted into the Change Management Process. Process objective: Clearance or rejection of a Change as well as preliminary scheduling and incorporation into the FSC (Forward Schedule of Changes).
Process objective: Clearance or rejection of a Change, in addition to preliminary scheduling and incorporation into the FSC (Forward Schedule of Changes).

Process objective: Appraisal of the process and the results of the Change-implementation, so that a complete documentation is present for later reference and lessons may be learnt from any mistakes. Process objective: Quickest possible clearance or rejection of an Urgent Change, which is to serve to fight an emergency. Emergency Committee (EC): The Emergency Committee represents the body for the approval of changes in emergencies which, due to their urgency, do not allow an orderly convening of the CAB. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. 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. 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. Harvard Computing Group offers this package of ITIL Change Management TaskMapsA® that covers all aspects of these important processes. The implementation steps are planned and communicated, in order to recognize potential side-effects as early as possible. For this purpose it is also determined, how these Changes ("Standard Changes") are handled.
It is convened by the Change Manager or his representative for emergencies, whereby the constitution is determined by each individual situation.
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.
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. The Change Manager and (for further-reaching Changes) the Change Advisory Board (CAB) bear the responsibility for this. In order that the EC is definitely in a position to act in an emergency, rules for availability and temporary replacements must be reached with the members.

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