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ITIL V4 Change Management: 2021 Essentials

Sep 20, 2019

Change. Love it or hate it—and let’s be honest, most of us hate it—it will always be a big part of working in IT.

IT service management ( ITSM ) requires solid change management capabilities. Change management helps align IT activities with business objectives. We can even say that change management is the key factor to transform your organization from a regular service provider to a business innovator. That’s why frameworks like the Information Technology Infrastructure Library (ITIL) exist. ITIL’s goal is to align the services a business offers and the expectations of a client using these services.

If you’ve ever tried to get a change approved or even implemented, you’ll likely know about the struggles that go along with it. In order to smooth this process, let’s explore the best practices the ITIL framework proposes related to handling changes. This post will take you on a tour through change management, the different levels of changes, and how to communicate these changes accordingly. Finally, we’ll break down a case study where we apply change management to DevOps.

After reading this post, you should feel confident implementing new changes to your existing IT service infrastructure.

Let’s get started with a soft introduction into ITIL.

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What is ITIL?

ITIL is a framework which provides a set of best practices related to IT service management and continual improvement of IT-enabled services. The framework has been around for the last 30 years and has continued to adapt to today’s standards. Now, ITIL version 4 uses all of its evolved ITSM practices to be more compatible with the lean, agile, and DevOps movements.

Let’s first explore the definition of a change according to ITIL v4 principles.

A “Change” in Layman Terms

So, what is a change? It’s simply moving from one state to the next. As far as ITIL is concerned, it means that we’re moving to a new state in a way that affects IT services or its components. In this context, a change is an approved event, and the person doing that approving is the same one that oversees the change management process. Later on, we’ll learn that this person is referred to as a change authority.

There are a few ways change can be initiated.

The first type of change comes in the form of a change proposal. This is a thorough, detailed description—one that includes a business case and a proposed schedule—of the change you want to make to a service. You’ll want to share the financial ramifications of the proposed change, too. Change proposals are bigger projects than our next form of change initiation.

The second way you might get a change rolling is to submit a RFC—a request for change. This one’s a bit more formal, but anyone can submit one, as long as the change you’re requesting isn’t an emergency. Often, a stakeholder or service user will submit a change request. In order to formalize this request, an organization should have a standardized change request form that people can fill out.

What Is Change Management?

Change management plays an important role in the domain of service transition. It’s part of ITIL’s framework, and it offers best practices for service building, deploying, and transitioning.

Change management helps to minimize the risks for operational IT services. Plus, it makes sure an organization documents every change by identifying different levels of changes and specifying how to handle them. Some changes require minimal authorization while others require a detailed report about finances, benefits, and risks.

Let’s read more about the items that make up change management.

What Does Change Management Include?

It’s necessary to understand some of the most important elements that make up change management. In this section, we’ll discuss change authority, change types, and change communication.

Clarifying the Responsibilities of a Change Authority

First of all, let’s discuss the roles and responsibilities that come with change management. The next section will explain the different change types.

To understand these types, we need to know what change management roles exist and the responsibilities of those roles. The people who fill these roles can approve different levels of change requests.

1. Change Requester

The change requester is the person or entity that opened the initial change request. Note that the change requester can’t approve their own change request.

2. Change Advisory Board (CAB)

The CAB is made up of individuals that have knowledge on different domains related to a change. A particular change request may need a change advisory board that includes a marketing manager, financial officer, and technical lead to assess the impact of a particular service change. For example, the marketing manager may have input on how this change will affect their marketing strategy and learn what work is needed from their side to prepare for this change.

But the board doesn’t just have to be composed of internal folks. You might have stakeholders or consultants weighing in. In fact, you might even invite some of your more important customers—total outsiders to your company!—to be on your CAB.

Additionally, some companies prefer to establish an emergency change advisory board (ECAB) in case an emergency change arises. However, as you’ll read later, in the “Emergency Change” section, your pool of change reviewers should be flexible.

If an incident happens during the weekend, it might be hard to gather the ECAB. In that case, often only one manager or supervisor will approve the change to resolve the incident as quickly as possible.

3. Change Authority/Owner

The change authority is the one that oversees the processes behind change and all that entails. This person has the power to reject change requests that don’t contain sufficient information. The change authority also leads CAB meetings and gets change requests in front of the right people on the CAB.

So now that we understand who’s involved in change management, let’s talk about the different change types.

Exploring the Different Levels of Change

ITIL v4 defines different levels of severity for new changes:

Let’s talk about each of these levels.

Standard Change

Some changes are risky, but a standard change isn’t. These types of changes are so routine that they don’t need further investigation. They’re simple and straightforward changes that everyone understands. A standard change is one that occurs frequently—so frequently that there’s documentation around it and it doesn’t need authorization.

However, when first creating a standard change, the CAB will assess the involved risks. It’s only after they perform this risk assessment and confirm that there’s sufficient documentation that they can decide whether to accept or reject this request to put a standard change in place.

Example: OS upgrade

Straightforward and frequent change.

Documentation needed.

No further authentication required.

Normal Change

Next, we have a normal change. A normal change is one that’s not standard but also isn’t an emergency. Maybe you want to make a big change to your website. That’s a bit riskier than a standard change.

As with standard change, you’ll need authorization by the CAB. But unlike the standard change, you’ll have to go through the entire change management process for each normal change. That can take time.

Example: Website change or performance improvement

Important change to service/IT infrastructure.

Full change management review.

Requires final authorization from CAB.

Major Change

We classify a change as a major one if that change means a lot of money is at stake (or if it’s otherwise quite risky).

To make a major change, you’d definitely want to be able to justify the risk. That means weighing the risks with the benefits, as well as laying out all the financial ramifications, in a detailed proposal. Both management and the CAB will be taking a hard look at that proposal.

Example: Migration from one data center to another

Management and CAB authorization.

Detailed report/proposal needed.

High-risk change.

Emergency Change

An emergency change means there’s an urgent situation and a change needs to be implemented as quickly as possible. An emergency change often resolves a major incident. However, due to the hasty nature of these resolutions, emergency changes have a higher risk of failure.

There is no standard emergency change process, so companies will make their own. The authorization of emergency changes will also be different for each organization and case. However, if you’ve ever been in an emergency, you already know how important it is that the authorization of the change is fast and simple. That’s why companies don’t have as rigorous an approval process for emergency changes.

In fact, an emergency change doesn’t always require the approval of management or the CAB. Anyone in an emergency will want to implement the change as quickly as possible. Therefore, this type of change can be authorized by management or even through peer review.

Let’s say an incident occurs at night or during the weekend. It’s not easy to get approval from the entire management staff or CAB. With limited staff availability, the pool of eligible approvers should be flexible. Only then can you be able to quickly resolve emergency changes.

According to ITIL v4, it’s even possible for an emergency change to get verbally approved. When this happens, you’ll always want to record the change after the incident has been resolved. It’s important to keep track of what changes have occurred and why they were resolved in a particular way.

Example: Fix for security breach or server outage

Resolves incident.

High risk of failure.

Urgent change.

Flexible pool of approvers.

Change Communication

We all know that communication is key. This statement is especially true when communicating changes across the organization. A change is never completed until it’s been communicated to all affected stakeholders.

It’s safe to say that communication is essential to enable any change initiative. Let’s see how we can effectively communicate changes.

How to Communicate a Change

Some organizations like to send out an email to all affected stakeholders, teaching them how the change impacts them. Often this email also tells them in what way they’ll have to do things differently. Many may argue that this form of tempered, intellectual, facts-based communication is an ideal way to transmit the message. However, a cold-seeming email may have the opposite effect, leading to more resistance.

Effective change communication focuses more on the emotional and personal aspects of the change.

Certainly, every change communicator experiences resistance once in a while. In truth, no email format exists to solve the problem of resistance. Some change communicators believe that spamming their colleagues with emails explaining the change multiple times will make them change their mind. In fact, we need a more personal approach that targets each individual emotionally. When we can convince an employee that this change will positively impact them, they’re less likely to resist.

Best Practices for Change Communication

Now that we’ve learned how to communicate a change, let’s list some of the best practices for change communication.

1. Don’t Use a One-Size-Fits-All Communication Strategy

It often happens a senior manager shares a change and expects that everyone will just understand and accept it. This is not always the case. But that’s not necessarily because the change is bad. It might just be because the change should be communicated in a different way.

The message should be tailored to your audience. If your change affects both the marketing and the development departments, it makes sense to write two different emails explaining the details applicable to them in particular. This way, you make sure you communicate the right information to the right people.

2. Express and Encourage Trust

Trust is essential for successful change communication. A change must be supported by management and the CAB in order to gain the trust of employees. If there are internal struggles, it will show. This will eventually lead to doubts among the employees about the upcoming change. Therefore, make sure to communicate a change transparently and honestly, and express trust in the good of the change.

3. Use a Variety of Communication Means

Here’s another strategy: try to diversify in your use of communication means.

For one thing, instead of bombarding your employees with emails, try to be a minimalist. One concise email is much more effective than 10 follow-up letters.

Some other means of communication include

Team meetings.

Small group sessions.

Video conference.

One-on-one meetings.

OK. So now that we know how to strongly communicate a change, let’s get practical. Let’s apply change management to the domain of DevOps.

Change Management and DevOps

ITIL remains a framework that defines best practices. However, some argue that ITIL is too much about processes. Let’s find out how change management can be applied to DevOps.

Change management helps to define a formal way of requesting changes. It also helps assess the risk of a change request. The DevOps team needs to know how a new change will impact the current IT services. For that, you need to employ agile change management .

For example, what if a report concludes that there’s a risk that a new change will impact the IT services currently running? The DevOps team will probably decide to first deploy this service to a test or separate environment to further assess the impact.

It’s worth mentioning that the change management process and tools may affect the efficiency of your DevOps team. It puts an extra workload on your DevOps team. After all, they have to learn about the whole change management process.

Opportunities

Change management requires that every change request comes with documentation about the possible outcomes, risks, and benefits. This helps the DevOps team keep track of all changes and formally document them.

Besides that, change management also defines how the DevOps team has to communicate changes. This is an opportunity for them, as it forces them to learn how to speak to all affected departments.

When there’s an emergency change within the DevOps team, only a select number of people have the required knowledge for assessing the risks involved. You can see why it can be hard to get an emergency change approved in a timely manner. Considering this, change management can be a threat to existing IT services.

But if you always have one member of the CAB on call, you can alleviate that risk.

Example Change Management for DevOps: Avoid Manual Changes

Especially for DevOps, automation is king. Therefore, we could come up with a new change request that restricts any employee from using SSH to the servers. This would mean that the DevOps team has to come up with ways to automate every aspect of their pipeline and daily tasks.

For example, let’s say your service turns out to have problems. So you try to consult the logs for this specific service. Instead of SSHing into the server, you force users to use a log aggregation tool that offers better functionality for searching and filtering logs.

Of course, it’s not always possible to follow this rule. For that reason, the change request should allow for an occasional SSH into the servers. But the DevOps team should think of ways to automate this exception.

In another example, a DevOps employee notices that their server is running out of memory. According to the new policy, they want to avoid manually allocating more storage space. He should use the APIs many cloud providers expose to first get notified when a server is using almost all of its available storage space. As a next step, the DevOps engineer should try to automatically allocate more storage space to this specific server using the cloud provider’s API.

See? It’s doable to align change management and DevOps.

Almost any problem can be automated. It’s all about following the new change request as strictly as possible. By doing so, the DevOps team will gradually save more time by automating most of its tasks.

How Is Change Management Used in Modern Organizations?

In a Forbes article , Paul Pellman, CEO of Kazoo, was quoted as saying, “The management of it shouldn’t be siloed in leadership. The biggest mistake I often see in change management is that company leaders often fail to involve managers in the process to embrace, promote and facilitate the changes that need to happen.”

To Pellman’s point, it’s a common misconception among leaders that collaboration is all about playing well with others. But in fact, change management is much more than just being nice. Change management is a creative process that involves your employees.

Therefore, your employees should provide feedback in brainstorming sessions or one-on-one meetings. This input should be used to design future change requests. These change requests should focus on reducing the workload for employees. Also, it should bring them more happiness!

Of course, some of the change requests should also be focused on increasing customer satisfaction or delivering improved services.

What to Remember About Change Management

If you decide to use ITIL change management practices, consider adopting a platform like Plutora that makes change management process more proactive and predictable, and remember the following key elements:

Focus on employee satisfaction and improved IT services.

Make sure that teams document every change request.

Have systems in place to assess the risks of changes and try to reduce them.

Communicate changes in a more personal and appealing way.

If you can keep that in mind, you’re in good shape to embrace change the right way.

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ITIL Processes: Managing Incidents, Requests and Changes  

• Team Cireson
• July 20, 2022

This blog was updated from its original version, Life Beyond Incident Management , published on January 24, 2019.

Feeling good about implementing IT incident management and other ITIL processes in your organization? Rightfully so—it’s an accomplishment to have set up processes and tools that resolve nearly any type of issue, help you spot trends and better allocate resources. You’re also in a better position now to capture, analyze and report on metrics and KPIs.

Incidents, however, are just one aspect of Information Technology Infrastructure Library (ITIL). When you take time to distinguish and address request and change management disciplines as well, you lay sound groundwork for effective IT service delivery and support.

ITIL Processes and Disciplines

ITIL processes provide structure and best practices so that you can execute, plan and prioritize for:

• Incidents : requests to the service desk about things that went wrong or are broken.
• Request : a need for something, like a new laptop or onboarding an employee.
• Change Management : managing a system change, like a migration or upgrade. One change can affect other applications and systems, so you need a way to track how systems are connected and what the impact of various changes will be.

Why Service Request Fulfillment and Change Management are Important

It’s easy to focus on incidents, because there is urgency to fix what is broken, restore order / momentum and help end users get back to work.

But service requests should be differentiated and reflected in ITSM reporting. Your ability to manage time and resources may depend on it. For example, it could take one or two analysts to resolve an incident, depending on the escalation process. A service request, like new employee onboarding, could involve three or four analysts in different departments. Without clear processes for different scenarios, there could be unnecessary delays and disruption.

What could make service request fulfillment more efficient? Pre-defining steps and responsibilities in a service request, so that analysts have a standard, agreed-upon guideline to follow. Standardization speeds things up.

So do Service Level Agreements (SLAs), because they set expectations, goals and team commitment to delivery, whether or not they are formally documented. Highly recommended: cite the expected completion time of service requests versus incidents so that expectations are level set.

Change management is an entirely different kind of flying from incident management and service request fulfillment. Change Management controls changes to IT services through standardized procedures. The goal is to control risk and minimize disruption to associated IT services and business operations during and/or as a result of the change process.

IT organizations tend to implement change management when IT infrastructure has grown and is unable to be managed by a single team. Change management is important because it coordinates and centralizes information about changes affecting infrastructure. This way issues can be avoided or resolved before they cause damage to the business (damage that can be measured in real dollars.)

Best Practices for Service and Change Requests

Best practices for implementing and maintaining service requests and change management are mostly common sense. Here are a few of each to get you started:

Service Requests

• New Desktop
• New Mobile Device
• Application Install
• Application Upgrade
• Application Uninstall
• Identify and document processes to fulfill different types of service requests . This can be done in Excel or workflow style using Visio diagrams. Be sure to cite analyst teams that are responsible specific workflow segments. When everything is documented, it is also easier to build out the workflow process in an ITSM solution. Eventually you can automate segments of the workflow as well.
• Present service requests to end users in a Self-Service Portal (SSP). SSPs are the most efficient method for requesting services. They help IT standardize request information by asking key questions. In the short term, this saves time as analysts don’t have to reach out to the requestor for more information. In the long term, the standardized information is easier to data mine for reporting, supporting trend analysis and resource budgeting. As your SSP matures, the standardized information it contains can even be used for automation, which infuses more efficiency and reduces error.
• Keep track of services. Create and run reports that reveal frequency of each service request in your Service Catalog. This will help you determine which services are most in demand—and which may require more resources. You will also be able to identify requests that are dropping off in demand and may need to be retired. The use of an “other” request in your Service Catalog will allow you to capture requests for services that are not currently part of your Service Catalog but are requested frequently enough to warrant being added and formalized.

Change Requests

• Identify and categorize requested changes for the infrastructure.
• Identify common changes that are requested more than once or twice and templatize them to make it easier to fill out the request. Also document the workflow process required to fulfill the change.
• Prioritize risk mitigation by focusing on risk assessment, implementation plans, test plans and backout plans as part of the change request process.
• Identify change requests by impact, priority and risk and distinguish which change requests can be approved by direct management and which require approval by a Change Advisory Board (CAB). Be sure to involve business units in this process.
• Provide visibility into change requests so identifying possible change-related issues quickly can speed up troubleshooting and resolution.
• Begin service dependency mapping (listing all components of infrastructure required to provide a service such as servers, databases, LAN WAN resources, applications, etc.) once infrastructure has grown. This way, potential impact points can be identified more easily during the change review process.

How Can SCSM & Cireson Help with your ITIL Processes?

Microsoft System Center Service Manager (SCSM) is an ITSM solution designed around ITIL processes and Microsoft Operation Framework (MOF) methodology. It is a powerful tool to aid in maximizing all the above information and recommendations in your IT organization. Cireson helps you maximize Microsoft investments and leverage SCSM to enable efficient, accessible and intuitive IT service management.

Here are a few examples of how SCSM and Cireson can help you with service request and change management in your ITIL processes:

• SCSM provides a powerful and scalable CMDB to store work item and configuration item data, which is also extensible to your organization’s needs.
• SCSM provides separate but integrate-able work item classes for incidents, service requests, change requests; release records and supporting activities for request approval and process workflow.
• SCSM provides an extensible workflow engine to process service and change request workflows, automated event notifications, service level object calculations and process automation.
• Cireson provides a customizable, mobile adaptive web portal interface so that analysts and end users can access SCSM anywhere at any time.
• Cireson provides  advanced request offering tools to allow you to create dynamic and efficient request offering forms for business users to request services.
• Cireson provides visibility into change management with calendar-based views of  change requests  and other scheduled work items both in the console and in the  Cireson Analyst Portal .
• Cireson helps simplify change risk assessment with a  risk calculator tool .
• Cireson enables rich web-based reporting and  dashboards  for tracking service and change requests. Reports and dashboards are available out of the box along with a dashboard/report building tool to make creating your own rich reports easier.

Have a question about ITIL processes? Please reach out to the Cireson Community to find out how to get even greater value from incident, request and change management.

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10 Mistakes You're Making in Your ITIL Change Management Strategy

• August 29, 2024

ITIL change management isn’t for the faint of heart. It’s a high-stakes game where one wrong move can bring your entire IT operation to its knees. Yet, even the most seasoned pros are guilty of glaring mistakes that can lead to catastrophic outcomes. If you think your change management strategy is rock solid, think again. Here are the ten blunders you’re likely making and how they hurt your organization more than you realize.

1. Underestimating the Domino Effect of Poor Impact Analysis

Think a minor tweak won’t cause a ruckus? Think again. Skipping a thorough impact analysis is like playing with fire—you will get burned sooner or later. That “small” change can ripple through your systems, causing outages, security breaches , and chaos.

Develop a detailed impact analysis for every change, no matter how insignificant it seems. Use automated tools to map dependencies and visualize potential risks. It’s worth the extra effort to avoid the firestorm that could follow.  

2. Lumping All Changes Together Like They’re Equal

Not all changes are created equal. Treating every change with the same level of urgency is a recipe for disaster. You end up with critical updates stuck in a backlog while trivial changes get pushed through.

Start prioritizing. Implement a categorization system that separates the urgent from the insignificant. Use a matrix to make smart decisions, balancing speed with the necessity for rigorous testing and approvals.

3. Skipping Post-Implementation Reviews Like They’re Optional

If you’re skipping post-implementation reviews (PIRs), you’re not just lazy—you’re reckless. Ignoring PIRs means you’re doomed to repeat the same mistakes over and over, turning your change management strategy into a never-ending cycle of failures.

Make PIRs mandatory; no excuses. Schedule a review after every significant change to dissect what worked, what didn’t, and how you can improve. It’s the only way to build a successful change management strategy.

4. Letting Communication Break Down Across Teams

Poor communication in ITIL change management isn’t just a mistake—it’s a cardinal sin. When teams aren’t talking, expectations get misaligned, implementations fall apart, and finger-pointing ensues. It’s chaos, and it’s totally avoidable.

Get your teams on the same page. Establish clear communication protocols and use collaborative tools to centralize updates and documentation. Make transparency and collaboration non-negotiable. When everyone’s in the loop, there’s less room for error.

5. Rolling the Dice by Skipping Risk Assessments

Skipping risk assessments is the equivalent of flying blind. You’re gambling with your entire IT infrastructure, and the odds are not in your favor. This is how critical changes go sideways, leading to disruptions that could’ve been avoided.

Stop gambling and start assessing. Integrate risk assessments into every step of your change management workflow. Use a standardized risk matrix and involve your risk management team from the get-go. Cover all bases, or be prepared to face the fallout.

6. Assuming Users Will Magically Adapt to Changes

If you think end-users will “get it” without proper “training,” you’re setting yourself up for failure. Untrained users lead to resistance, errors, and underutilization of new systems—completely sabotaging the success of your changes.

Make user training a priority, not an afterthought. Develop tailored training programs and provide ongoing support. The smoother the transition for your users, the better the outcomes for your change management strategy.

7. Treating Documentation Like It’s Optional

Skipping proper documentation is one of the laziest and most dangerous mistakes you can make. It leaves knowledge gaps that can cripple your team when critical personnel leave or when problems arise down the road.

Stop cutting corners. Enforce a strict documentation policy that covers every aspect of the change process. Ensure that all records are easily accessible and regularly updated. A well-maintained change log is your best friend when things go south.

8. Bogging Down the Approval Process with Bureaucratic Red Tape

Approvals are necessary, but overcomplicating the process is just shooting yourself in the foot. When the approval process becomes a bureaucratic nightmare, you’re not just slowing down progress but inviting rogue changes that bypass the system entirely.

Simplify, simplify, simplify. Create a tiered approval system where low-risk changes get fast-tracked while high-risk changes undergo full scrutiny. This way, you keep things moving without sacrificing control.

9. Ignoring Automation

If you still rely on manual processes in your change management strategy, you might as well be living in the Stone Age. Manual processes are slow, error-prone, and completely out of sync with the demands of modern IT environments.

Embrace automation and invest in tools that automate repetitive tasks like change requests, approvals, and notifications. This speeds up the process and slashes the chances of human error. Automation is your ticket to a more efficient and effective change management strategy.

10. Flying Blind Without Measuring Success

You can’t manage what you don’t measure. Implementing changes without tracking their success is like throwing darts in the dark. You have no idea what’s working or not, which means you’re likely to repeat the same mistakes.

Set clear success metrics for every change before implementation. Focus on KPIs like system uptime, user adoption rates, and incident reduction. Review these metrics to fine-tune your approach and ensure your change management strategy delivers results.

Wrapping Up

ITIL change management isn’t just another box to tick—it’s the backbone of your IT strategy. But if you’re making these common mistakes, you’re not just compromising your processes—you’re risking the entire operation. By addressing these blunders head-on, you can transform your change management strategy from a liability into a competitive advantage.

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Please note you do not have access to teaching notes, effective organisational change to achieve successful itil implementation: lessons learned from a multiple case study of large australian firms.

Journal of Enterprise Information Management

ISSN : 1741-0398

Article publication date: 3 May 2019

Issue publication date: 21 May 2019

Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues.

Design/methodology/approach

A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt’s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation.

This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt’s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation.

Research limitations/implications

The sample size of eight ITIL implementation cases studied may limit the generalisation of findings.

Practical implications

This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations.

Originality/value

This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.

• Organizational change
• IT service management

Acknowledgements

The authors would like to thank the participants from the eight organisations who generously shared their time and experience through the interviews. This research did not receive any specific grant from funding agencies in the public, commercial or not-for-profit sectors.

Blumberg, M. , Cater-Steel, A. , Rajaeian, M.M. and Soar, J. (2019), "Effective organisational change to achieve successful ITIL implementation: Lessons learned from a multiple case study of large Australian firms", Journal of Enterprise Information Management , Vol. 32 No. 3, pp. 496-516. https://doi.org/10.1108/JEIM-06-2018-0117

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Implementing ITIL Change Management

• Filipe Martins , António Manuel Ferreira , +3 authors Diogo Nesbitt
• Published 2010
• Computer Science, Business

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The Change Enablement module serves to amplify the success rate of service and product changes by meticulously evaluating risks, authorizing change implementation, and efficiently overseeing the change schedule.

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ITIL 4 Practitioner: Change Enablement  enables professionals to:

• Ensure that changes and their components are realized in an effective, safe, controlled and timely manner to meet stakeholders’ change-related expectations and needs
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• Balance effectiveness, throughput, governance, compliance and risk control for all changes in the defined scope
• Be adaptive to meet the needs of various approaches to change development
• Measure, assess and develop the Change Enablement practice capability in their organization by using the ITIL Maturity Model

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Audience:  The target audience includes:

• Change Managers: Professionals responsible for overseeing the entire change management process
• Change Coordinators: Individuals who coordinate and facilitate the execution of changes
• IT Managers and Directors: Leaders responsible for IT operations and strategic decision-making
• IT Service Managers: Those involved in managing and delivering IT services to meet business needs
• IT Administrators: Individuals responsible for the technical implementation of changes
• Project Managers: Those managing projects that involve significant IT changes
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Blue-Green Infrastructure for Flood Resilience: Case Study of Indonesia

• First Online: 28 August 2024

Cite this chapter

• Ariyaningsih 6 ,
• Riyan Benny Sukmara 7 ,
• Rahmat Aris Pratomo 8 ,
• Nurrohman Wijaya 9 &
• Rajib Shaw 6  

Due to climate change, there is an increasing risk to communities from urban floods especially in developing countries like Indonesia. Massive impacts of flooding can influence the damage cost of infrastructure as well. Furthermore, numerous literature reviews mentioned that the importance of blue-green infrastructure in disaster risk reduction has been recognized for managing urban floods by integrating with urban environmental aspects. Blue-green infrastructure provides numerous opportunities and advantages for tackling the diverse concerns related to the environment, societal well-being, and climate change. This chapter discusses the issues, gaps, opportunities, and implementation of Blue-Green Infrastructure for flood resilience especially city in Indonesia (Bandung, Balikpapan, Samarinda, and Semarang). Case studies highlighting blue-green infrastructure gaps, opportunities, successes, and threats from different cities in Indonesia. In detail, this chapter identifies the background and history of the blue-green policy in a specific area/city followed by the characteristics of the specific case. Moreover, this chapter explains how the selected cities implement blue-green infrastructure and explores its effectiveness and implications to the city.

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Ariyaningsih, Sukmara, R.B., Pratomo, R.A., Wijaya, N., Shaw, R. (2024). Blue-Green Infrastructure for Flood Resilience: Case Study of Indonesia. In: Joshi, P.K., Rao, K.S., Bhadouria, R., Tripathi, S., Singh, R. (eds) Blue-Green Infrastructure for Sustainable Urban Settlements. Springer, Cham. https://doi.org/10.1007/978-3-031-62293-9_11

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Service Management at CERN Case Study

• IT Services

September 1, 2020  |

  13  min read

CERN operates the largest particle physics laboratory in the world. It is a complex, sprawling institution that has thousands of people on site every day. And every single one of those people use CERN’s on-site services.

Over the last decade, the general service management team at CERN has been building a flexible, scalable, highly automated service management system by applying ITSM principles outside of the IT environment.

This case study explains what challenges the team faced, and how they used ITIL 4 to reach their goals.

Introduction

CERN is a European-based intergovernmental organization that was founded in 1954 and now operates the largest particle physics laboratory in the world. It is known for collaboration and openness, with a long-established culture of knowledge-sharing. As this paper demonstrates, CERN’s contribution to society is not limited to its research in physics.

CERN employs over 2,500 people and welcomes over 18,000 external scientists and collaborators to use its resources for experiments. With thousands of people on site every day, the general management of CERN’s services is both complicated and crucial. In this paper, three CERN employees explain how its service management culture and systems have evolved over the last 10 years. Olaf Van Der Vossen is the former head of general service management at CERN and was involved in service management there from 2008. His successor is Gyorgy Balazs, who was previously involved in IT service management. Frédéric Chapron works in a different department enabling the production of particle beams and is in charge of developing service management processes in collaboration with the general service management team.

The general service management team, in collaboration with the IT department at CERN, have achieved extraordinary change by applying ITIL and other service management principles outside of the IT environment.

CERN's Service Management Problems

CERN is a little city, with thousands of people on site every day and hundreds of services available across the sites. There are many IT services, but also services like bicycle rental, stores, hotels, and a fire brigade. Coordinating and managing all these services is an enormous task, made even more difficult because many people, such as physicists from other labs contributing to CERN experiments, visit CERN for short periods and there is a lot of turnover. This means that the services and user interfaces at CERN must be easy to use with minimal training.

In 2009, a new Director General arrived at CERN and began his five-year mandate. This was the beginning of serious organizational restructuring and cultural change. Olaf and his team saw an opportunity for improvement, and they took it.

Overcomplicated systems

In the past, CERN had different service desks for all of the services on site, with little to no coordination between them. The systems were difficult to navigate even for practiced users, who had to juggle multiple contact numbers and processes. For new or temporary users, the systems were unworkable. CERN needed a new, unified system that was simple and practical.

Olaf said: ‘Our vision was to make something simple that everyone could use.’ The general service management team decided to use IT-specific guidance and tools to optimize and simplify all service management at CERN.

The team took inspiration from ITIL and other ITSM tools, but they did not limit their improvements to IT services. Instead, they took all the useful stuff and used it to transition from one service management model to another. As the new system was being deployed, some people took ITIL training, while others received a variation of the training that was shorter and not IT specific.

The team had specific outcomes that they wanted to achieve:

• simplify users’ lives by providing a single point of contact for all services
• ease supporters’ work through a collaborative, highly automated tool
• improve management’s monitoring and control capabilities
• demonstrably improve efficiency and effectiveness.

Resistance to change

So, CERN needed a new, unified service management system. However, the team knew that many users would push back against the idea of retiring their existing tools. Also, building a brand-new system would take so long that it would be out of date before it was finished. For both of these reasons, Olaf and the team decided to create a thin service management layer on top of CERN’s existing tools. The aim was to create a single interface that represented all of the services at CERN.

Olaf compared this project to the unification of Europe in the middle of the 20th century. He said: ‘In the 50s and 60s, doing business in Europe was very complicated. Unification made things much easier.’

With this aim in mind, Olaf and the team began work on a service portal that would provide easy access to most of the services at CERN and which users could use to browse the service catalogue, report and follow up on issues, access the knowledge base, and access service status information. Users would only have one login and one point of contact to remember, and all of the legacy complexity would be hidden.

Gyorgy said: ‘Many people come to CERN for only a few weeks or months. It’s important that they can find whatever they need quickly and easily. Our achievement, a simple service management layer, enables this.’

Users wanting access to the expert

The team faced another problem: users were used to having access to every layer of the service management system. They wanted to know how services were delivered and talk with experts to resolve their issues. This behaviour is common in science-driven environments, but an approach that enables it is neither sustainable nor scalable. In an environment like CERN, there are simply too many services, incidents, and requests for an expert-led system to be feasible.

The team aimed to have a single service desk for all of CERN’s services, so there was no possibility of having experts from specific fields on the frontline. Instead, they planned a system of escalations: incidents and requests can be escalated, if necessary, to increasingly knowledgeable support staff until the issue is resolved.

Olaf said: ‘Most users no longer get access to the expert. That might upset them, but that’s how it goes.’

Needing a flexible, scalable system

One of the most important aspects of the service management system is its flexibility. The system needed to be adaptable as more and more services were integrated over time. Early on, the team decided to centre the system around incident reporting and request processes. These processes worked in the same way regardless of the service that was being used, whether it was site security reporting a broken lock (incident) or a user asking for a password reset (request). For specific business areas, such as HR, finance, or car rental, the team made unique forms that would prompt the user to include any information needed to help the support team process their ticket. Because this was a system-wide approach, a new service could be defined in the service catalogue, support and management roles could be assigned, and the service could be advertised as ready for use very quickly.

Crucially, the team at CERN wanted to retain their agility; they did not want to build an inflexible system. To get and retain buy in from users, the system needed to adapt to their needs. For this reason, Olaf cautions organizations against overcomplicating their tools. He said: ‘Some tool providers will promise you a tool with many functionalities, but they lock you into one solution and then you can’t adapt. We stayed simple so we didn’t get locked into specific solutions or domains.’

Not everything at CERN is managed with service management tools and methodology, yet. As Olaf said: ‘You cannot ask for a Higgs-Boson with a ticket’. However, technical services, like accelerator services, are increasingly being integrated into the service management tools and environment.

What were the results?

For the last decade, the general service management team at CERN has deliberately encouraged and enabled cultural change. Before, services were separate and everyone needed to know who, out of many options, to contact to resolve issues. Now, CERN has a user-centralized service management layer that is accessible through a functional, accessible portal. There is one point of contact for most services at CERN, and simplicity in general is prioritized.

The new service management system unified a set of independent services and expanded its service offering to include up to 340 operational services. This is the result of sustained integration over the years, which was made easier by relying on two base processes: incident and request. Forms are used throughout the system to maximize efficiency. For example, the internal car rental service at CERN is a request fulfilment process. The user submits a request with a form providing all of the details of the request, such as the type of car needed and the rental period, and the request is automatically assigned to the correct support team. This initial touchpoint can even hide a coordination process between several service providers, thereby simplifying the user experience. The ticket request lifecycle forms the basis of the value stream on which the various service contributors collaborate to co-create value with the user. Between 2011-19, the number of incidents reported at CERN remains roughly at the same level, and the number of requests increases dramatically. This demonstrates users’ increasing acceptance of and reliance on the service management system.

The team has found ways to incorporate as many process and services as possible into their system, including some which were not obvious candidates for integration. For example, there are no official parking wardens to manage the car parks and issue fines to poorly parked cars at CERN. Instead, the team integrated this process into their system. Now, the site security service can issue tickets as they move around the site as if they were reporting an incident. The incident is processed through the system and the owner is automatically notified that they need to move their car.

Another example of automation is in the IT sector, where incidents are reported by the monitoring system and then the relevant field technician automatically receives an incident ticket requesting an on-site intervention (when required). That ticket will include information about the incident and indicate what the technician will need to do to fix it. This is only possible because the service management system integrated information about the field technicians’ processes as part of its ongoing development. Even CERN’s transportation services involve automation. Every day, shuttle buses drive around the site on fixed schedules, which are planned into every bus driver’s phone or tablet. If there are delays, drivers can report them. The delays are then signalled to users through an online service status board.

Lessons learned

Although the development of the service management system at CERN has, overall, gone very well, there were some bumps in the road. Most of these involved the communication of new processes and, in the beginning, a lack of acceptance from the users. These are common problems, but they are not insurmountable.

Communication new processes

The general service management team originally relied on the user to know the difference between an incident and a request. Because the system is designed around those two processes, it is important that they are used correctly. However, users did not always understand which process was needed.

Olaf said: ‘Someone would report a broken light, which would be processed as an incident, but then they would ask for an improved or second one. We would try to get them to close the incident and raise a request, but they didn’t understand why. We should have hidden that complexity from the user and managed the change ourselves. We had to remind ourselves to focus on value and keep it simple. If they couldn’t make it work, it wasn’t working.’

Frédéric expanded on this, saying: ‘When you adopt ITIL, it’s important not to expose the complexity of the framework. Instead, you should approach the users to ask what they need. ITIL 4, with its focus on the value chain and what service providers can do for consumers, really helps with this. Users don’t need to understand the concepts behind the service; they don’t need to know if something is an incident or a request. For me, ITIL 4 is much more helpful than ITIL v3 in this regard.’

Legacy processes 

Another problem the CERN team had involved the reluctance of users to move away from old processes. In the beginning, users were reliant on phone and email to report incidents and make requests. It took one year for the majority of users to stop using the phone, and eight years for them to stop relying on email, as shown in Figure 4.1. Olaf said: ‘I recently learned that support for the astronomers using the Hubble space telescope was managed through fax and phone for many years. When the new James Webb telescope project started, a support platform was built using Service Management technology 1 .

It was only after some people from that community had visited CERN and seen what we had done that the concerned team in NASA started considering the introduction of formal service management.’

What's next?

It’s been over 10 years since the IT and general service management teams began to revolutionize service management at CERN, but they are not stopping yet. Until now, service integration has mostly involved IT services and generic site services, such as hostel bookings, which are used by a large population. However, these are not the only services on site. Technical services provide the accelerator facilities for the science at CERN; the service management system is expanding to include these, just as it has for generic site services over the years.

The other main goal for the team is to continue to promote and increase the service management culture within CERN. CERN will continue to provide on-site ITIL Foundation courses so that more people understand and embrace the importance of service management. The team has also started to expand the system’s scope by building processes to simplify service delivery when multiple services must collaborate to fulfil user’s requests, track performance, manage problems, and create reports.

ITIL 4 will have a prominent role in the ongoing development of the service management culture at CERN. When compared to ITIL v3, ITIL 4 has more of a focus on value and is less IT-specific, which makes it doubly useful. Gyorgy explained: ‘ITIL 4 is more applicable to generic services, rather than just IT services, so it is even more aligned with what we are doing than ITIL v3.’ Cultural change always takes time, and CERN is no exception. Gyorgy said: ‘It’s been 10 years, and I think we are about halfway.’

This was an ambitious project, one that many people thought would be unsuccessful. CERN is a large organization with many distinct groups of people, all of whom had their own ways of working and did not necessarily welcome the idea of change. Frédéric said: ‘I want to emphasize that this was not easy. Honestly, when Olaf and his colleagues started this project we didn’t know if he would succeed.’

However, Olaf and his team were undeterred. They have made enormous progress towards their goals, and Gyorgy will continue to develop and expand the influence of service management at CERN.

The change in culture is reflected in the increasing acceptance of and dependence on the service management system and the team that supports it. Frédéric said: ‘In the beginning, some people thought that the IT team were overstepping, getting involved in areas that were not theirs to influence. Now, many non-IT groups are approaching Gyorgy and Olaf, as I have, to get involved and to interact with other groups that are already embedded in the process. The general service management team is now a central point of contact that allows various stakeholders to co-create value with CERN users.’

Olaf’s top takeaways are simple.

First, service management is relevant and effective beyond IT. Second, organizations should invest in a comprehensive service catalogue and service portal. Third, service management is not rocket science; it worked for CERN, and it will work for you.

Service Management at CERN

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