Category: Change Management

  • Operations and Development Tear Down That Wall

    Many IT organizations suffer from less than optimal communication between development and operations groups. This happens so often that a special term has been created to describe what happens during the transition process. IT people say that developed software is “thrown over the wall” from development to operations. The result is that in house development […]

  • One Change Management for all of IT

    Many IT organizations have change processes that are specific to different parts of the organization. For instance, development may have its own change process, and each operational technical silo may have a change process of its own. While this may have worked in the past, the current state of technology interdependence makes this type of […]

  • The CAB is NOT the Change Authority

    The change advisory board is an important concept in change management. It is a group of key stakeholders of changes and they serve to advise and assist the change manager in assessing and prioritizing changes. It is an advisory body that does not have responsibility for final approval of changes. That responsibility lies with the […]

  • Urgent Change Doesn’t Mean Bypassing Change Management

    Urgent changes represent an unrecognized and unmanaged cost to the typical organization. The costs are easily measured in terms of unplanned downtime, utilization of IT resources, and lost business opportunity. Part of the reason is that many individuals use urgent changes as a means of working outside the established change management process. This leads to