Fostering change in any organization is possible because the activities associated with Change Management enables every organization to ensure practices are used for the efficiency of handling change. Change Management is a very important process. It depends on the accuracy of the configuration data to make sure that the impact of the changes is known and visible. There is a very close relationship between the Change Management, Release Management, and the Configuration Management. Change Management is a discipline under the Information Technology Service Management. Its objective is to make sure that standardized methods and processes are applied for the efficiency of taking over the changes for controlled IT infrastructures, in order to lessen the number of impacts of all the related problems upon the delivery of service
 The change regarding the Information Technology infrastructures may develop reactively in relation to the incidents or problems, and the requirements imposed externally by the organization like legislative changes, or from looking for the efficiency and effectiveness imposed. Change Management is also a way to enable the initiatives of a business or courses, and initiatives for the improvement of the project and its services. It ensures that the standardized methods, procedures and processes are used mainly for all the changes. Change Management also maintains the appropriate balance between the need for a change and the possible loss and impact of the change. It is an ITIL® process that can help in the development of the other processes or limit the success of the process if proper management is not done.

There are many conclusions in the field of change management nowadays
which can be applied in general ways to practically all organizations.

One very important conclusion is that change management can be deemed
effective if it can produce changes in the behavior of target
audiences. For example, if the change management program is supposed
to change the attitude of employees towards their work so that they
like coming to work, success can be proven if productivity later goes
up. But if employee absenteeism goes up instead, then apparently
something went wrong in the change management program – either the
design was wrong in the first place, or the way it was implemented
was faulty as well.

Another conclusion we can make about change management is that true
results can only be reaped over a reasonable amount of time. For
instance, if the program planners expect results to show up within
just a month from implementation, that may be too soon to reasonably
expect results. But if the planners wait for a year first, and then
look for results, that may be more reasonable.

A last and very fundamental conclusion that can apply to any
organization is that no one likes to be coerced to adopt changes.
Thus, hard-sell methods for initiating a change management program in
an organization may not work very well because the organization
members (particularly employees) may believe they are being pressured
to adopt changes that they truly do not believe in and would like to
resist instead.

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