Many decision-makers may not be aware of the two main objectives of change management in ITIL®. The first is to improve the effectiveness and efficiency of daily operations while the second is to limit change-related incidents.
Most of the time, the first objective is what ITIL® change management implementers often forget. This results in a change management effort that becomes bureaucratic, impossible to manage and unrealistic as far as how the implementation staff perceive it.
ITIL® can definitely improve the effectiveness and efficiency of the preferred IT solutions, and make the IT staff feel empowered, but requires the use of correctly standardized changes for that to be realized. Correct implementation of ITIL® can be described as being commonly implemented throughout the organization, follows an established path in the infrastructure, and pursues conventional solutions based on set or specified requirements.
There are six steps to help in implementation of standard changes which can ensure it will function properly. These are namely the creation of a process to authorize standard changes, the creation of a request for change or RFC, the involvement of a change advisory board or CAB, the creation of a formal process for the identification, the definition, and the implementation of processes for managing these standardized or normal changes.
Candidates for standard changes should be identified to help in implementation of would-be changes. An SOP (or standard operating procedure) needs to be documented since it will form the skeleton of the standard changes. The SOP will help define how, when, where, how and for whom any standard change should be initiated.
After establishing this SOP, decision makers must review it to see how the organization may perform the task step by step. This also means even the lowest level of IT staff affected must be covered so that they can perform tasks efficiently.
The processes of training, testing and releasing will help in communicating the need for and the steps in implementation of the standard changes. Then the SOP will be placed under change management control.
Lastly, managing, monitoring, auditing and reporting come into play. It then becomes necessary to further review the success of the SOP and the standard change process to make sure that all that was needed to be done was done in an appropriate fashion.