It’s a good practice to summarize the objectives that you want to achieve through change management.
Once the objectives are clear, you would know whether they are aligned with the overall business objectives.
A clear set of objectives will help you to get higher-ups on board with change management by selling the benefits.
3. Comprehend the impact of changes
Change risks and consequences are better understood and quantified beforehand to identify an adequate reaction that may involve acceptance of the risk of change, mitigation by altering the change, or avoidance by prohibiting the change until it presents less risk.
In case of a change failure, a roll-back strategy must be developed in order to restore the previous operating environment while further studying the modification.
In case of a high-risk change that has resulted in severe service disruptions, change can be halted until the operational environment is stabilized.
4. Communicate the importance of change management
In a survey done by McKinsey, 2200 executives have voted commitment-to-change as a key indicator for a successful change.
It’s normal for a request-for-change to have multiple stakeholders. It’s important for them to know what’s for them.
5. Have a single definition for change management and its types
Change has a different meaning for different people so having a clear definition of a change model is important. Along with that, you also need to define the change types:
Motadata ServiceOps ITSM allows you to define the following types:
6. Define the roles and responsibilities in change management
Change is a process that needs people, and it’s your job to make sure that their roles and responsibilities are defined. Some of the common roles/groups involved in a change process are:
Change Manager: Some of the functions of a change manager are: reviewing of submitted RFC, planning of change schedule, make records in the CMDB, performing an impact analysis, etc.
Change Owner: Every change needs an owner who will supervise the entire process.
CAB (Change Advisory Board): Generally, a group of people who reviews each and every change in terms of business, operation, and technical feasibility.
Emergency Change Advisory Board: Generally, a small group that is available on short notice to manage sudden emergencies.
7. Have change management workflows
A workflow gives a structure for better and faster decision-making. In Motadata ServiceOps Change Management, we provide a standard model on top of which you can build your change workflows.
An example workflow that you can build using our workflow creator:
What I have discussed above, as best practices, are consistent with ITIL change management, which at its core is all about value addition. Let me elaborate on the value I just spoke about. Solid change management will make your IT more ready to say yes to changes, which in turn will pave the way for positive disruptions.