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An overview of the ITIL Change Management Process
Presenter: Branimir Valentic
©2015 20000Academy www.advisera.com/20000academy
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What is the Change Management process according to ITIL?
When implementing the Change Management process...
...you need to consider all aspects of changes and allocate appropriate resources.
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There exists a proven approach in managing changes, so you don’t
need to start from scratch.
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• About Changes
• Change Management process
• Roles and authorization
• Benefits explained
• Biggest challenges in Change Management implementation
Agenda
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About Changes
Standard Change
Emergency Change
Normal Change
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Create RfC Implement
Change Review and
Close
Change Management process 1/4
Standard Change
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Change Management process 2/4
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Normal Change
Create RfC Record RfC
Review RfC Assess and
Evaluate Change
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Change Management process 3/4
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Normal Change
Authorize
Change Build and Test
Change Deployment
Review and Close
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Change Management process 4/4
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Emergency Change
• No time for thorough testing
• Urgent implementation, less management
• Full documentation – differed
• Separate authorization
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Assessing and evaluating changes
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• Level of risk
• Cost of the change implementation
• Impact on services and service assets
• Urgency of change implementation
• Benefits of implemented change
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Roles and authorization
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Change authority
High Management
CAB / ECAB
Change Manager Local authorization
Level of risk/impact
High cost/risk
Local impact
Low-risk change
Standard change
Decisio
n Es
cala
tio
n
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Benefits explained
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• Customer satisfaction
• Protection of live services
• Reduction in number of unauthorized changes
• Easier follow-up on business changes
• Improved staff productivity
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Biggest challenges in Change Management implementation
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• Resistance to the change in process
• Getting management buy-in
• Roles and responsibilities
• Implementation of the process
• Process (not) supported by tool
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Conclusion
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Changes are implemented daily.
Although it may look like a routine job – it’s not. Results can have far-reaching
consequences.
Branimir Valentic
Q & A
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