Create an account Home  ·  Topics  ·  Downloads  ·  Your Account  ·  Submit News  ·  Top 10  
· Home
· Content
· Feedback
· News
· Search
· Statistics
· Surveys
· Top
· Topics
· Web Links
· Your_Account


The five ITIL books can be obtained directly from the publisher's website:

Or as downloadable PDFs: HERE

Current Membership

Latest: deirdreqg18
New Today: 0
New Yesterday: 40
Overall: 231752

People Online:
Visitors: 135
Members: 0
Total: 135



Don't have an account yet? You can create one. As a registered user you have some advantages like theme manager, comments configuration and post comments with your name.

Related Resources

Service related resources
Service Level Agreement

How to set up
IT Change Management
Process Info-Graphic

NOTE: ITIL is a registered trademark of OGC. This portal is totally independent and is in no way related to them. See our Feedback Page for more information.


Select Interface Language:

Please contact us via the feedback page to discuss advertising rates.

The Itil Community Forum: Forums

ITIL :: View topic - interaction between incident and change
 Forum FAQForum FAQ   SearchSearch   UsergroupsUsergroups   ProfileProfile   Log in to check your private messagesLog in to check your private messages   Log inLog in 

interaction between incident and change

Post new topic   Reply to topic    ITIL Forum Index -> Change Management
View previous topic :: View next topic  
Author Message

Joined: Feb 10, 2010
Posts: 9

PostPosted: Fri Mar 25, 2011 2:22 am    Post subject: interaction between incident and change Reply with quote

Hi, I am looking to improve the way that incident and change teams at the place I work interact with each other. At the moment there is no interaction adn initially I wanted to set up a monthly meeting to get the ball rolling... Does anyone have any suggestions on what sort of issues would be looked at and discussed in these meetings? Are there standard things that should be discussed?

Back to top
View user's profile
Senior Itiler

Joined: Mar 04, 2008
Posts: 1894
Location: Helensburgh

PostPosted: Fri Mar 25, 2011 2:39 am    Post subject: Reply with quote

Sounds like you have incident and change silos. This is one of the real risks when you design your organizational structure around a process framework.

The reality is that work requirements flow across any such artificial boundaries. So one suggestion is reorganize so that you do not have silos.

But that's probably not very practical, at least in the short term. So another idea is to set up improvement targets and "man" the initiatives with multi-disciplinary groups, making the two (or more) sets of staff focus on a common objective and let them work out that achieving it requires finding good ways of working together and that it is in all their interests to do so.

If you want regular meetings they need to have positive forward looking objectives or they may degenerate very rapidly and exacerbate the blame culture. The objectives must be real and not simply to make them sit together. So if you do not have a pressing need to start meetings that would naturally involve these two groups, they are unlikely to succeed.
"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
Back to top
View user's profile Send e-mail
Senior Itiler

Joined: Mar 10, 2008
Posts: 403
Location: Sunderland

PostPosted: Fri Mar 25, 2011 6:39 pm    Post subject: Reply with quote

Discuss change related incidents and some obvious improvements that come out of those.

Discuss the Forward schedule of change and any potential risk or fallout for incident management.

Discuss Incident Management attendance at the CAB
Back to top
View user's profile

Joined: Mar 22, 2011
Posts: 5

PostPosted: Mon Mar 28, 2011 9:45 pm    Post subject: Reply with quote

Conduct a weekly meeting to discuss the incidents(Open, Resolved, closed) by inviting the stake holders where the change implementation team is part of it. It becomes easy for you to plan the change implementation for the week/month ahead.

Conduct a weekly CAB meeting to discuss about the changes in pipeline, scheduled for implementation by involving the Incident management team.

I hope this shall solve the purpose.

Back to top
View user's profile

Joined: Jun 28, 2010
Posts: 9

PostPosted: Fri Apr 01, 2011 8:56 pm    Post subject: Reply with quote

gr8 to see everyone talking about meets, its good to sync personnel of each field. but unfortunately the question is more serious here and let me make it most serious 'what will happen incase these two dont meet at all'. the consequences are well known. many times an immature change triggers incidents and more than half changes are initiated by incidents.
I think the tools or suits you are useing to work on both processes must be integrated. A suit must have Change, Incident, problem, release and configuration properly integrated so that any record can be used to facilitate goals of individuals.
Unfortunately if you dont have such suite, you will have to think on design level to make extra effort so that they are synced. you will have to make both understand that one's mistake will eat another's weekends.
ITIL V3 Certified --Intermediate level
Service Transition management.
Manage the change and change the management to an improvised tool
Back to top
View user's profile
Senior Itiler

Joined: Sep 16, 2006
Posts: 3597
Location: London, UK

PostPosted: Fri Apr 01, 2011 9:43 pm    Post subject: Reply with quote


Tools are tools. The process should work w/o a tool

All a tool is used for is to automated and track things. Which can be kept on a sheet of paper

Do not get all worked up over a tool

It is more important that the IM Mgr or his shift leads 1) start attending CABs and receive the agenda, minutes and FSC and that the CM team also sit in reviews of major incidents which may be based on changes

This way they have a two way communication

The IM / SD Mgr needs to work with the CM team

This may requrie - shocking - some training - awareness for the CM Team and the IM / SD team on what the other does
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter
Back to top
View user's profile
Display posts from previous:   
Post new topic   Reply to topic    ITIL Forum Index -> Change Management All times are GMT + 10 Hours
Page 1 of 1

Jump to:  
You cannot post new topics in this forum
You cannot reply to topics in this forum
You cannot edit your posts in this forum
You cannot delete your posts in this forum
You cannot vote in polls in this forum

Powered by phpBB 2.0.8 © 2001 phpBB Group
phpBB port v2.1 based on Tom Nitzschner's phpbb2.0.6 upgraded to phpBB 2.0.4 standalone was developed and tested by:
ArtificialIntel, ChatServ, mikem,
sixonetonoffun and Paul Laudanski (aka Zhen-Xjell).

Version 2.1 by Nuke Cops 2003

Forums ©


Logos/trademarks property of respective owner. Comments property of poster. Rest 2004 Itil Community for Service Management & Foundation Certification. SV
Site source copyright (c)2003, and is Free Software under the GNU / GPL licence. All Rights Are Reserved.