Change Management – The ITIL Way


Many organizations with small IT department, often fail to establish standardized methods and policies to manage change. Therefore, they catch the haphazard and Ad-hoc practices resulting in utter mismanagement change. We recognize that changes in IT can come out of some reactive responses to problems, or as external imposed requirements, eg legislative or regulatory imperatives, or out of proactive quests for optimization, or just as business improvement initiatives.

The Information Technology Infrastructure Library (ITIL) defines among other areas of service management, standard operating procedures and management practices to allow the organization to manage changes within the IT infrastructure. ITIL was originally created by an agency CCTA under the auspices of the British government and ITIL is a registered trademark of the Office of the British Government Government Commerce (OGC) .The challenges and risks in successfully managing IT changes are many. For many popular departments or divisions, the ITIL Change Management doctrines work as a guideline, that integrate seamlessly with its associated network of service management forces like configuration management, service desk, request management, service catalog management, service level management and others.

The success factors in IT Change Management are basically dependent on the organization’s ability to defend it changes protect existing services in the change implementation and its aftermath, and also effective quick and accurate changes based on business requirements. Objectives ITIL aligned Change Management process embrace many aspects – setting the policies and guidelines that frame the methods and techniques of efficient change handling, construction creating role-based incumbents as change manager (s) or change coordinator (s), formalizing a change assessment and approval examination body often known as Change Advisory Board (CAB), making visible Forward Schedule Changes (also known as change calendar), publishing contextual service availability reports and, among other things, communication and post-change notices and implement changes after the review.

Is it necessary to have a tool or application to manage IT Change Management ? Not necessarily. But it is absolutely necessary to have a well-defined process and a set of strictly enforced guidelines. That is why ITIL principles are basically process-driven, which can be performed without any ITIL compliant Change Management application, or tool. The ITIL key-activities recommend who, how, when to (i) register and accept proposed changes, (ii) to classify, prioritize changes, (iii) perform risk and impact assessment, (iv) coordinate change approval, (v) a plan and coordinate change implementation, (vi) conduct by change auditing and (vii) periodically disseminate management information and reports.

One critical aspect of change management is obviously to reduce any change related risks. It is necessary to have a clear overview of the relationship-network of all services, applications and CMDB repository items. The question is to ask: How many applications / services are to be directly and / or indirectly affected by this change? The next question is to know, in connection with the company How critical Are committees service? If this assessment leads to the answer that the proposed change is fraught with danger, the proper strategy to reduce should be available.


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