Looking at practice levels for the key capabilities can be a guidance to how you can integrate and advance your change management practices. Why does this matter? Change agility allows you to respond to market demand more quickly, with less impact, on more predictable time, in budget, with lower costs. Change Management positively influences all areas of application life cycle management.
Typical Maturity Model: 5 Basic Levels of Organizational Maturity: (ITIL Assessment)
- Level 5: Organizational Competency for Standard, Normal and Emergency Change.
- Level 4: Organizational Standards with clear CAB and Change Manager Roles.
- Level 3: Multiple Projects- RFC> Planning> CAB> Release Management> Post Implementation Review
- Level 2: Isolated Projects- Raise Change, Log Change, Plan Change, Assess Impact of change.
- Level 1: Absent or Ad hoc
Simplicity and Straightforward Procedure: Service Desk, Incident, Problem, Release, Configuration and Service Level Management depend on quality Change Management. Simplicity is key. Complicated web of standards and procedures does NOT equate to advanced maturity. Keep it simple. Be careful to avoid
bureaucracy.
- Clear CAB Participation
- Clear Classification of types of change for Critical Business Services
- Easy RFC (Request For Change) process and form are not complicated. Thorough, sufficient information balancing need for speed and detail. Automate when possible. Avoid multiple layers of sign-off and authorization.
- Continuous Improvement How should you keep the process alive? Good process work, begins at the beginning and evolves with organizational use to improve effectiveness. At least once a year, conduct a formal process maturity assessment to understand where you have had issues (Planned outages, Unplanned Outage, Upgrade, New Implementations and Releases) or deviations, and enhance the process.
Assessing Standardization - What are the common and consistent attributes:
- What is the Organizational awareness of Change Management Adoption
- Clear Visibility- Identify unauthorized change
- Facts- from CMDB used to validate accurate data, process, dependency and impacts.
- Accounts for all stakeholders effectively
- What are the critical business services, standard tools and processes Change Management touches?
- What is the criteria for what types of change fits applies under change management?
- How are the best practices established, accessed, and advanced?
- How well is Change Management integrated into key standard project and ITIL Service delivery process to assess and improve ongoing systems?
- How well does it integrate with other best practice requirements, processes and systems (e.g. Sarbanes Oxley, Six Sigma, Strategic Planning, BPM, etc.)
Advancing Best Practice Socialization - Measuring and improving the practice benefits, necessity and discipline of change management on efforts in the organization.
- Executive charter set to begin and continuously improve
- Understanding of value for project and ongoing maintenance established
- Buy-in and support for ongoing change management process improvement
- Standard, and consistent definition of change management
- Reinforcement of implementation and ongoing practice of change management
- Cultural value is communicated and expanded to create opportunities to measure and improve the best practices for managing the technology, people and process
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