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Chapter 6 ■ Service Transition In this activity, the role of the change manager is critical as the change manager alone would have visibility across the organization’s changes and are in the best position to identify conflicts, if any arise. For fantasy fanatics, you could think of change managers as the first line of defense against potential malicious changes. I worked as an enterprise change manager at one stage in my career. The role was daunting, and knowing that the entire billion-dollar organization depended on your foresight and analysis was a scary thought. It was a challenging role that I enjoyed during my heydays in an operations role. 6.4.1.7.3 Authorize Build and Test The change manager calls for a CAB meeting of all stakeholders, from technical and business lines in the organization. I will explain CAB in detail in the next section. In the CAB meeting, the change manager chairs the meeting and presents the change. The CAB provides its approval for building and testing the change. The forum provides authorization for developing the change, and this is the most critical approval in the change management process. 6.4.1.7.4 Build and Test The build and test process, which includes software development, unit testing, system integration testing, and user acceptance testing, is not part of the change management process. I have included it under the change management process to provide continuity in the process activities. These activities belong to the release and deployment process, which is the next process discussed in this chapter. 6.4.1.7.5 Authorize Implementation The test results are presented back to the change governance body: change management and the CAB. Based on the results, the change management team provides authorization to implement the change in the production environment. This is yet another important activity, as all the identified testing activities must be completed successfully before the change is allowed to be implemented into the production environment. 6.4.1.7.6 Implementation and Verification The implementation and verification process is not part of the change management process per se. Like the build and test activity, this one comes under the release and deployment management process. In this activity, the technical team will deploy the change in the production environment during the approved change window and perform postimplementation verification to ensure that the change is successful. If the change is not successful, it will be rolled back to the previous state if possible. 128
6.4.1.7.7 Review and Change Closure Chapter 6 ■ Service Transition A postimplementation review (PIR) is conducted to ensure that the change has met its objectives. During this review, checks are performed to identify whether any unintended side effects were caused. There are lessons to be learned from changes. If there are any such candidates, it is fed into the knowledge management database (KMDB). After the successful completion of the PIR, the change ticket is closed with an appropriate status, such as implemented successfully, change rolled back, change caused incident, or change implemented beyond the window. The responsibility for carrying out this activity generally falls to the change management team, but some organizations have the change owners and change initiators close the change with the correct status. 6.4.1.8 Composition of the Change Advisory Board The composition of the CAB consists of stakeholders from the business as well as from the service delivery. It can also include suppliers, legal experts, business relationship managers, and other stakeholders as identified by the chairperson. CABs are dynamic. They could different for every change that comes up for discussion. For a particular change, you may have Supplier A, network manager, exchange manager, and IT security. For another change in the same CAB meeting, you may have Supplier B, application delivery head, and SAP manager as CAB members. Some organizations might insist on a set of permanent members of CAB who sit in on all proposed changes, during every single CAB, and additional approvers (dynamic) would come and go as necessary. No matter who sits on the CAB as an approver, the change manager, who is responsible for all the change management activities, is the chairperson of the meeting and decides on CAB members, the changes that get represented on the CAB, and the final decision of the CAB. Potential CAB members include: • Change manager as chairperson • Customers • Suppliers • IT security • Service owners • Business relationship managers • Application delivery managers • Operations managers • Technical subject matter experts • Facilities managers • Legal representation 129
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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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Chapter 1 ■ Service Management as
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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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