Firstly, sincerest thanks to all of those who re-tweeted re-posted or even “liked” this feature on LinkedIn – the viewing stats were beyond anything I could have hoped for. As Piaras MacDonnell (Pronounced Pierce to those of a non-Celtic tongue) of SureDatum made an early request for a change management process, this has been chosen as the topic for this month’s process. Both Piaras and I will be at the Gartner ITAM event in London on 11-12th Sept; so feel free to come and say hello. That due diligence is carried out to assess the business impact of any software change PRIOR to a decision being taken on whether the roll-out takes place. This process is supported by a policy that states software change management shall not take place without appropriate management approval being given prior to any changes.

The Apps Packaging Team (subject to the approval of the team at step 1.20) is required to inform the Helpdesk team of who should be seeing the change, what devices should be changed, when the change will take place, and that a roll back plan exists if anything untoward should occur. The Apps Packaging Team (subject to the refusal of the change request at step 1.20) is required to inform the requestee(s) the change request has been declined and why.
Rory CanavanWith a technical background in business and systems analysis, Rory has a wide range of first-hand experience advising numerous companies and organisations on the best practices and principles pertaining to software asset management.
I was wondering at what points in the process you’d include communication with the virtualization team. Please note, while the general principles around due diligence and communications have been built into this process, for the sake of scope I have left hardware changes out of this workflow.

In other words, it Software Change Repair Plan (2.20) fails, we should be able to execute Roll Back Plan. I assume in Analyse Change Failure (1.80) you may take wrong decision to try to Repair Change, which will not succeed.

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