![](\"https:\/\/blog.invgate.com\/hubfs\/What%20are%20the%20ITIL%20change%20categories.jpg\")
<\/p>\n<\/p>\n
ITIL<\/a> is widely regarded as the gold standard for IT Service Management (ITSM)<\/a> best practices, and some of the world’s most successful businesses have used it and its various incarnations for years. Though we won’t go into great depth about ITIL (we have a Definitive ITIL Guide<\/a> for those that want the whole scoop), it may be summarized as a set of recommendations, best practices, and diverse approaches to ITSM.<\/p>\n For the most critical ITSM practices, ITIL provides particular techniques. Among ITIL’s various approaches is the question of how to implement changes in any IT system, which is where Change Categories come in. We’ll go through each of these categories and some examples of how they might be used. But first, we must understand what ITIL defines as Change Management.<\/p>\n Change Management is essentially a recommended process flow that allows businesses to assess, plan, and deploy certain change requests, as defined by ITIL. Change Management<\/a> is defined as “the addition, modification, or removal of any authorized, planned, or supported service or service component that could affect IT services.”<\/p>\n The major purpose of Change Management<\/a> is to ensure that these adjustments do not hinder or slow down already-running processes. As a result, Change Management may be thought of as a clearance system that approves every change record before its release management stage.<\/p>\n We need to grasp the core workings of Change Management before we can dig into the various Change Categories. The Change Management process may be broken down into six parts that take you from submission<\/strong> to\u00a0closure<\/strong>\u00a0and guarantee that the modifications you’ve made don’t need to be revised again. The following are the details.<\/p>\n Change initiation is, of course, the initial stage. This entails establishing change tickets from your preferred service desk and gathering the essential information via a change form with mandatory fields. Change roles must also be established. This entails allocating tasks and determining how much access each stakeholder has at each step of a change.<\/p>\n Planning is a crucial aspect of any successful change implementation, as it is with every IT endeavor. It’s also critical to obtain the necessary clearances before implementing the modification. Key details like rollout\/backout plans, projected downtime, and effect are all communicated to executive powers at this point to justify why a given change is required in the first place.<\/p>\n The approval stage, as the name implies, is when the Change Advisory Board (CAB)<\/a> gives the go-ahead to the change plan. The CAB is a collection of teams and responsibilities inside a corporation that might include executives and team managers, as well as financial and technical workers. Custom CABs are frequently built to manage approvals quickly. Depending on the firm and the change in question, automating these approvals may be a possibility to speed up the process.<\/p>\n The true change happens at the implementation stage. There are two approaches to this: task creation and project creation.<\/p>\n While projects are larger in scale and require more rigorous preparation, task creation includes allocating assignments to separate technician teams to oversee and supervise the work done during the implementation. Updating security software in a specific dependence is an obvious example of a task-based implementation, while a project-based implementation may encompass shifting an entire company’s infrastructure to the cloud.<\/p>\n This is the stage where everything is being ironed out. Before the modification is closed, any concerns with it are investigated to confirm that it was implemented appropriately.<\/p>\n This is the final step in the Change Management process. Depending on the outcome of the modification, it is categorized as successful, unsuccessful, or unfinished. This labeling approach helps businesses in getting more accurate and meaningful metrics for future adjustments.<\/p>\n There are four main change types, each corresponding to a particular level of complexity and\/or scope:<\/p>\n Major changes are associated with a high level of risk and effect. Because these big changes have the potential to interrupt production and workflow, their implementation must be efficient. The timing of such modification is determined following a significant change review during the planning phase, and it requires CAB and management high-level agreement.<\/p>\n The deployment or change of an Enterprise Resource Planning (ERP) solution is a suitable example of a Major Change scenario in IT. Following the submission step, the workforce’s preparation was examined, as well as the organization’s and stakeholders’ identities. For this sort of change, a project methodology is advised, so the aforementioned project’s milestones, deliverables, and essential success criteria may be defined.<\/p>\n It’s also essential to be able to predict how the transition will go following the implementation. If the ERP installation is deemed effective, the significant change may be closed, and post-implementation tasks such as job redefinition and competency assessments should be completed and appraised.<\/p>\n Minor modifications, as their name indicates, are low-risk and low-impact. It’s crucial to remember that just because they’re low-impact doesn’t imply they’re unimportant (a common misconception). Minor changes, to speak of popular misunderstandings, are involved in all phases of the Change Management process since they aren’t frequent. As a result, they must be approved by the CAB before they can be carried out. Despite their name, it’s safe to infer that these adjustments aren’t done lightly. They’re well-documented and stored, and there’s a chance they’ll become common adjustments in the future.<\/p>\n Updating or upgrading an internal portal or a workflow management system is an example of a minor adjustment. Despite the fact that there is a lot of onboarding and communication between the parties, service delivery and production continuity are seldom jeopardized. Of course, a Request for Change (RFC) will be required, and it should include a description, a business explanation, and a deadline for execution.<\/p>\n These alterations vary from the preceding two in that they occur regularly. They do share some land with modest modifications since they are low-risk and low-impact. The most significant difference is in the way they handle approvals. Standard operations processes are frequently incorporated into the deployment of standard modifications. As a result, they’ve been pre-approved and defined. The change management steps are streamlined since they are periodic and do not require CAB clearance every time.<\/p>\n Patch deployment is a typical example of Standard Change. Patch deployment includes steps and methods for the components of the IT infrastructure, evaluating the sensitivity and risk rating of that infrastructure, creating a test environment, testing the patch in question, and maintaining it. A description of the implementation timeframe and strategy, as well as a carefully monitored development of the testing environment and a back-out plan, are also essential.<\/p>\n Emergency Changes, out of all the Change Categories, are the ones that demand immediate attention owing to their unpredictability. Transition management has several exceptions, which are to be anticipated because it allows for a lot faster change.<\/p>\n An IT system security breach is an unpleasant but very real issue that might emerge. If this occurs, the RFC might be assessed during or after implementation. Similarly, an exceptional emergency CAB may be required to investigate and examine the modification while also speeding approvals. The post-implementation evaluation is unquestionably the most important aspect of an Emergency Change. This is due to the quick nature of emergency changes and their proclivity to cause worse problems in the long term if not properly analyzed. This will offer CABs sufficient information to not only determine how successful the implementation was post-crisis but also to avoid such issues in the future.<\/p>\n Remember that, under ITIL best practices, post-implementation documentation must be thorough. A communication strategy, test plans, back-ups, roll-back restoration mechanisms, and a review of the test plan may all be included in emergency change plans (provision for performing test transactions included).<\/p>\n Changes in ITIL provide a wide range of techniques, and you may choose which one best matches your company. The most important thing to remember about these categories is that each one necessitates a unique set of tools and administrative decisions. Whether you’re trying to scale up, create a monthly update plan, or be ready for an unforeseen crisis, understanding how to handle each scenario is important when operating a successful business, and we hope this guide has been helpful.<\/p>\n <\/p>\n Here at\u00a0CourseMonster<\/a>, we know how hard it may be to find the right time and funds for training. We provide effective\u00a0training programs<\/a> that enable you to select the training option that best meets the demands of your company.<\/p>\nWhat does ITIL define as Change Management?<\/h2>\n
Overview of the Change Management Process<\/h2>\n
1. Submission<\/h3>\n
3. Planning<\/h3>\n
3. Approval<\/h3>\n
4. Implementation<\/h3>\n
5. Review<\/h3>\n
6. Closure<\/h3>\n
Change the categories and their uses<\/h2>\n
Major Change<\/h3>\n
Minor Change<\/h3>\n
Standard Change<\/h3>\n
Emergency Change<\/h3>\n
Final Thoughts<\/h2>\n
\n