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Chapter 6 ■ Service Transition 6.4.1.3.3 Standard Changes Normal changes that are low risk and low impact in nature can be categorized as standard changes. I specifically use the word “can” in the previous sentence, as categorization of changes as standard is at the discretion of the service provider and customer organizations. Any organization will have a good chunk of low-risk and low-impact changes. In my estimate, it should run up to 50% or thereabouts. The service provider’s responsibility to deliver agile change management depends on their ability to identify standard changes from the normal change list and obtain necessary approvals to standardize them. Standard changes have distinct advantages and create value for customers. They follow a process that is less stringent and are free from multiple approvals and lead times that are often associated with normal changes. This provides the service provider the arsenal needed to implement changes on the fly, which increases productivity and also helps deliver better value to the customer. Examples of standard changes include minor patch upgrades, database reindexing, and blacklisting IPs on firewalls. My expertise is in value creation, and standard changes often deliver maximum value with minimum effort. Organizations must make an effort to identify standard changes and provide able controls around them to ensure that standard changes don’t go uncontrolled and are reined in with governance and rugged process. 6.4.1.4 Change Models In the previous section I discussed the types of change requests at a high level. Going a few hierarchies down, every type of change can be further broken down based on the technology involved, personnel, customer requirements, and change management policies. For example, the steps involved in introducing a software upgrade and replacement of a hard disk are different. A single standardized process to incorporate all types of changes, irrespective of the technology involved, will not present the best that the change management process can offer. So it is necessary, in the interests of the service provider to improve delivery, to create change models for different types of changes. In Figure 6-1, I provide examples of change models for a software upgrade and for hard disk replacement. 122
Chapter 6 ■ Service Transition Create Change Create Change Change Approvals Build System Test UAT Change Authorization Release Upgrade Business Verification Technical Verification Relate Incident Change Approvals Liaise with Vendor Change Authorization Replace Hard Disk Technical Verification Closure Closure Change Model for Software Upgrade Change Model for Hard Disk Replacement Figure 6-1. Examples of two change models Change model is a repeatable way of dealing with a particular category of change. A change model defines specific agreed-upon steps that will be followed for a change of this category. Not all organizations opt for change models. They run with change management processes that are standard for all technologies, teams, and customers. This has its limitations, although the concept of standardizing sounds good on paper. Tailoring the process through change models helps improve delivery and provides better control and governance of changes. Generally speaking, every change model must contain the following: • Individual steps for processing changes, including mitigation and risks • Identifying dependencies and chronology of change activities • Identifying responsibilities and accountabilities (basically RACI) for individual activities • Relating service-level agreements (SLA) and KPIs for every activity • Escalation matrix associated with the process 123
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Become ITIL Foundation Certified in
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Become ITIL Foundation Certified in
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Contents at a Glance About the Auth
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■ Contents 1.8 Internal and Exter
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■ Contents ■Chapter ■ 4: Serv
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■ Contents 6.4 Service Transition
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■ Contents ■Chapter ■ 9: ITIL
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About the Technical Reviewer Sumit
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Preface When my first book, Communi
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CHAPTER 1 Service Management as a P
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3.2 ITIL Roles Chapter 3 ■ ITIL S
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CHAPTER 4 Service Strategy A strate
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4.1.4 Patterns Chapter 4 ■ Servic
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Chapter 9 ■ ITIL Foundation Exam
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Index A Access management and info
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■ INDEX definition, 108 objective
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■ INDEX J JAVA team, 190 K Key
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■ INDEX Service catalog managemen
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■ INDEX OR gate, 19 parts, 20 per
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