Interface PM / CM

[MBU]

Tricky or not:
Problem Managment identified based on multiple Incidents a wrong/bad access concept. So it raises a RfC: New concept needed. Change Management rejected this and asks PM for the new concept. Reason: Give us a new concept and then CM will accept this. PM responded that root cause and solution was found.
Question: What went wrong? Does PM really have to prepare a complete new concept?
Thx for your feedback
_________________
Michael B.

"I can't say it'll be better if it changes, but I can say it has to change to be good"
G.C. Lichtenberg (1742 - 1799)

[UKVIKING]

MBU

PM creates Problem based on criteria from IM. REACTIVE PM CORRECT
PM has identified what the root cause is. PM CORRECT
PM raises request to have new plan/method etc to solve this issue / problem (littel p)
CM was correct to reject as CM is NOT Project Managment, 'appropriate design' etc

The Change request should actually be a project request for the solution to be developed etc

Some CM processes do include the steps of bringing a concept - approving the ££$$ for it and then bringing the completed solution back to the CAB. but this is a combo Project PMO CAB and an operational CAB (production/live) CAB

which in my no so humble opinion should be kept separate

once the 'new concept' has been built and tested in an apprpropriate environment, then it could come back to operational change management CAB
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter

[MBU]

UVKING,
Thanks for this detailed feedback.
In the real situation we do not have formal Project Management CABs. Project Management is seen as an approach to "bring things correctly into production". Would you suggest to put some effort in improving / defining processes there (knowing you don't have all the facts)?
BTW, a KPI for our PM is "rejected RfC/Changes" and at the moment Error Control & Proactive PM would like to raise several "conceptual RfC" but they're bit afraid ... ugly situation, maybe the KPI is ambiguos

Anyway, thx again

[Diarmid]

Change requests cannot be abstract.

"Need new concept" sounds a bit like "change something". You don't really have root cause until you know why the concept was wrong and you don't really have solution until you can specify the requirements that will work. Answering the question why the concept is wrong should lead you in the correct direction.

So you may need a research project (or just further investigation) before you can define a change requirement.
_________________
"Method goes far to prevent trouble in business: for it makes the task easy, hinders confusion, saves abundance of time, and instructs those that have business depending, both what to do and what to hope."
William Penn 1644-1718

[milligna]

I agree. Change Management is responsible for the assessment and approval of new or modified services, but not for the design of the service. Change Management is focussed on the business impact, not the solution designer.

[MBU]

Diarmid, miligna,
I agree on the role of Change Management. But shall PM really dig so deep in "technical details". If the "bad access solution" was implemented by an external company due to a lack of internal competences should they re-hire (and pay) them to identify what went wrong?

[UKVIKING]

The work that is suggested should go to a development / architecture team to propose the solution which then would go to the PMO office for budgeting / sign off

Then it goes to the test lab to be built...

If the CAB manages the network and the work requires network (project oriented changes, then the CAB should get this work as soon as possible if the scope of the network is under the control of CAB
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter