ITSM Workshop ChangeVfinal培训讲义.pptVIP

* * The number of urgent proposed Changes should be kept to an absolute minimum, because they are generally more disruptive and prone to failure. All Changes likely to be required should, in general, be foreseen and planned, bearing in mind the availability of resources to build and test the Changes. Nevertheless, occasions will occur when urgent Changes are essential and so procedures should be devised to deal with them quickly, without sacrificing normal management controls. Urgent Changes are needed because of a problem or potential problem causing loss of service or severe usability problems to a large number of users, a mission-critical system, or some equally serious problem. Immediate action required. Emergency meetings of the CAB/EC * * * * As we can define the subcategories via CI’s in workflow and reporting. We will not include in Global, however is you have a business need for subcategories we can assist you. * * * * * * Determine change approvers What are control requirements for change approvers? How are change approvers to be determined for each change type? Automated approvers Are approvers to be determined automatically or manually? What approval matrix rules should be used? Key Performance Indicators (KPIs) ? The Change Schedule not adversely affecting the organization. Number of Changes proceeding to Change Authority that should have been previously defined as Standard Changes, i.e. definition = low impact + low cost still going through Change Authority. Number of planned Changes without detailed roll back plan. ? Metrics ? Number of bypasses made Number of emergency changes, normal changes and standard changes Number of changes defined as standard changes after one change management process run through. Number of changes that comply with customer strategy Reduction of number of unplanned changes Reduction of unplanned service outages Reduction of change roll backs Reduction of number of incide