Copyright The Art of Service

Verfying others do this correctly Reviewing then accept or reject categorise and a prioritise RFC Building Testing Implementing Post Implementtion Review

Recording Accepting Classifying

Activities
Coordinatimg

Evaluating Assuring that standardised methods and procedures are in use for the efficient and timely implementation of all changes, in order to minimise the impact of change related problems on the quality of the IT service delivery

Poor tool selection Scope too widely defined Lack of staff Commitment Lack of management support Process too beurocratic Change to a system or service CAB asseses RFCs and advises change manager accept or reject Requests to modify IT infrastructure that are not Service Requests Routine changes individually recorded, but not individually assessed by CAB A schedule of planned changes Performance of service requests Forward Schedule of Change RFCs Report on incidents arising from change RFCs Report on problems and errors arising from change Release Schedule and notifications Control of releases Info on attributes and relationships of CIs Info on changes to CIs for update of CMDB RFCs RFCs for evaluation RFCs RFCs for evaluation RFCs RFCs for evaluation RFCs RFCs for evaluation RFCs RFCs for evaluation RFCs RFCs for evaluation In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out In Out Financial Management IT Service Continuity Management Availability Management Capacity Management Service Level Management Security Management Configuration Management Release Management Problem Management Incident Management Service Desk Change CAB Request for Change(RFC) Service Request Forward Schedule of Change (FSC)

Objectives Problems

Less impact of changes on service quality cost of a change can be estimated more accurately Reversal of change is less frequent and simpler Change metrics possible reduction in service interruptions less IT time lost fixing changes Number of Incidents recorded as a result of a change Time taken to implement a change successfully Number of Changes that required a roll-back Number of Urgent/Emergency changes Number of RFC's submitted for consideration RFC rejection count Change back-log Changes by business unit/areas/department filtering Processing RFCs accepting classifying Change Manager planning, coordinating and implementation Close RFCs authorise acceptable changes obtain authority for some changes Issue FSC's via the Service Desk Change Advisory Board (CAB) Prioritise & Assess RFCs Approve RFCs Prioritise & Assess Urgent RFCs Approve Urgent RFCs

Benefits

Terminology

KPIs

Change Management

Roles

Relationships

CAB Emergeny Committee (CAB/EC)