Posted: Tue Dec 04, 2007 11:54 pm Post subject: Fast Track Changes
Our business has some 1500+ changes going though my team at the moment.
We use a Risk Assessemnet and A leadtime rating which gives us a risk (Red Amber and Green), and a Leadtime rating E (Emergency, 1 2,3 and 4). This is done via asking different questions eg Impact of change No of users effected etc.
All our changes are vetted by my team before being sent out for approval. If there is a problem with the change we go back to the raiser logging the fact that there was a problem and sent it out.
What we would like to do is to have all our Green 4 changes (Which is the lowest risk and some 40% of all changes), bypass the change team, and go striaght out for approval. However the is a big conccern that as my team will not vet it (But we still get ouside approval) more incidents will happen and a bigger risk to our service.
Has anyone done this before?, and if so what sort of things did you tried to reduce Risk? Or is this really against ITIL?
I understand the term Standard Chnage which I know this is not and am looking at this as well.
Currently the change comes into us and we assess them. If they clash with something happening over the weekend, or the Business requires a service to be up we do have via our CAB the final say.
We will of course try and suggest a different time that the change could be done etc.
"Fast tracking" would bypass us as a team althought other people either IT or Business would still have to approve. So the process will be Raiser- out for approval, approved, (Or rejected) ,implemented, and then closed.
Of course there will be rules such as If this is happening at a weekend for example then its not a Green or leadtime 4 type change and then get assess according.. We would also do Reports done on any incidents, random sampling etc......
So at the moment we do change management, but the push is to use the 40% of our time on other things other than assesing low level changes to the ones that could cause us harm.
You need to ensure that all changes are vetted before going to CAB. This allows you to ensure that all details are correct and there are no conflicts etc.
This also allows you to ascertain if there are any ones that can be pre-approved at this level i.e. that do not need to go to the CAB so you free up CAB time if anything. _________________ Mark O'Loughlin
ITSM / ITIL Consultant
For my organisation we have a fast track process which means that whilst my team still vet the content of the Change, it doesn't go to a CAB but directly to an empowered representative within the support organisation (ie the Head of the area of one of their DRs, never lower). This is typically done for Fault Fix or Emergency (preventative) Changes.
Equally, these same people have given my team the authority to approve Changes that have been rated as Low Risk and Low Impact, again after we have vetted that the right information, clarity, plans etc are present.
This reduces the volume of Change coming to the CAB (put into context we implement 30k Changes per year) without exposing us to inordinate risk.
In terms of 'losing control' of Change approval, or Chaneg Management not having 'the final say', I guess there are different models in different organisations.
In my case, the volume of Change we deal with, the speed at which it is implemented, and the scope of infrastructure and service it touches is too vast for my team to understand everything and 'technically' approve it. That's what our CAB is for.
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