INTRODUCTION consider of risks for the business Changes

INTRODUCTION

Change Management is
described in ITIL structure that the process liable for controlling the
lifecycle of every changes. In simple words, Change Management covers the management techniques
of IT change control including the change orders or change requests for the
configuration items.  Configuration items normally contain the IT
services, hardware, software, constructions, people and official documentation
such as Process documentation and Service Level Agreements.

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Change Management is
integrated in Service Transition stage.
The Service Transition points on carrying out many aspects of the service, not
just the application and the simple use of it. It required to provide that the
service is able to run in all conditions and that the support for errors or
collapses are exist timely manners. That filed needs the understanding of:

 

·        
business value of the service and who it is delivered
to,

·        
detection of all stakeholders within vendor,
purchaser and other parties,

·        
application and adaptation of service model
to realize the potential risks in service

·        
transition

 

The main objective of the Change Management is to make useful
changes to be done with minimal corruption to IT Services. The aim of the
change management process is to provide that changes are deployed with a
controlled method, evaluated, prioritized, planned, carried out, underlying tested
and documented. The ITIL Change Management structure describes many roles,
liabilities and processes which can be used to simplify and control Change
Management. The field of Change Management uses or associates with other
fields, especially Configuration Management. The output of the Change
Management is very important for the Release and Deployment Management.

The process must:

·        
use standardized techniques and procedures

·        
record all changes in the CMDB

·        
consider of risks for the business

 

Changes
indicate as a consequence of the problems, nevertheless many changes can come
from proactively seeking business usefulness such as decreasing the costs or
developing services. Changes are also done for proactive or reactive causes.
Examples of proactive reasons are the decreasing the costs and development of
the services. Examples of reactive reasons for change are resolving service corruptions
and adapting the service to a changing environment.