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

Current Membership

Latest: Storrirty
New Today: 12
New Yesterday: 150
Overall: 130906

People Online:
Visitors: 67
Members: 5
Total: 72 .

Languages
Select Interface Language:


Major ITIL Portals
For general information and resources, ITIL and ITSM World is the most well known for both ITIL and ITIL Books. A shorter snapshot approach can be found at ITIL Zone

Related Resources
Service related resources
Service Level Agreement
Outsourcing

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.


The Itil Community Forum: Forums

ITIL :: View topic - What do you consider to be acceptable?
 Forum FAQForum FAQ   SearchSearch   UsergroupsUsergroups   ProfileProfile   Log in to check your private messagesLog in to check your private messages   Log inLog in 

What do you consider to be acceptable?

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


Joined: Jul 15, 2009
Posts: 40
Location: United States

PostPosted: Wed May 16, 2012 12:22 am    Post subject: What do you consider to be acceptable? Reply with quote

Our organization is having a hard time coming to a consensus on what an acceptable percentage is for both failed and emergency changes. While we all strive for zero, we know in a realisitc world that it is simply not possible. I've tried to get some information from Gartner and other similar organizations without any success.

So I'm curious what you consider to be an acceptable percentage in both areas? We are a global organization that processes an average of 1000 changes per month. So far this year, our percentage of Emergency changes during the last 3-4 months is averaging about 6% and failed is below 2.5% even during our worst months.
Back to top
View user's profile
LuLoo
Newbie
Newbie


Joined: Aug 24, 2010
Posts: 4

PostPosted: Wed May 16, 2012 7:21 am    Post subject: Reply with quote

I asked a similar question some time ago....http://www.itilcommunity.com/modules.php?name=Forums&file=viewtopic&t=5135.

The answer to most of these questions often begins with "it depends". If your emergency changes are preventing or reacting to Major incidents then you need to look at the cause of the incidents and get problem management to work on the causes.
If you analyse the failures you can recommend improvements to stop repetition or similar failures.
Sometimes, as long as you're capturing cause, trending and reporting there isn't much more change management can do unless your change management function sits in a very influential part of the IT department.

On the face of it your figures don't look too bad but 15 emergency changes a week sounds a lot.
Back to top
View user's profile
changeborg
Itiler


Joined: Jul 15, 2009
Posts: 40
Location: United States

PostPosted: Wed May 16, 2012 7:45 am    Post subject: Reply with quote

LuLoo wrote:
I asked a similar question some time ago....http://www.itilcommunity.com/modules.php?name=Forums&file=viewtopic&t=5135.

The answer to most of these questions often begins with "it depends". If your emergency changes are preventing or reacting to Major incidents then you need to look at the cause of the incidents and get problem management to work on the causes.
If you analyse the failures you can recommend improvements to stop repetition or similar failures.
Sometimes, as long as you're capturing cause, trending and reporting there isn't much more change management can do unless your change management function sits in a very influential part of the IT department.

On the face of it your figures don't look too bad but 15 emergency changes a week sounds a lot.


Thanks for the other thread to review. Despite my efforts, I didn't find that one so it was good to read up on it.

To clarify a bit more, we have 5 regions that all filter through the process so while there may be 12-15 emergency changes per week it really breaks down to a few per region per week (on average). We have probably a dozen internally managed data centers along with around 6 that are outsourced and centrally managed. Between the application and infrastructure side, we probably have at least 40,000-50,000 CI's although actual count is unknown due to a poor CMDB (current project running to resolve that).

I will say we are very immature in all other ITIL streams so our problem management is almost nil and while the right answer is to go down that path, it's simply not available to us at this junction. We also do try and analyze the data but with around 1000 changes per month to touch, we simply don't get around to reviewing everything due to a small team.
Back to top
View user's profile
Diarmid
Senior Itiler


Joined: Mar 04, 2008
Posts: 1884
Location: Newcastle-under-Lyme

PostPosted: Wed May 16, 2012 7:52 pm    Post subject: Reply with quote

An acceptable number of failed changes is zero.

An acceptable number of emergency changes is zero.

Of the two it is the emergency changes that can most plausibly be accepted above the acceptable level, but not much above. This is because an emergency change can be required for circumstances reasonably outwith both your control and your powers of divination.

thus far, I'm in agreement with your sentiment.

However, I do not believe that Gartner or anyone else outside your organization has anything useful to offer in the way of figures.

There are two main platforms from which to manage improvement in this area.

The first is to measure what you have and aim for better by analysing the background and making improvements and the second (which should be first) is to respond to your customers (and to your service costs) pain areas and fix those.

Much more important than the percentage failed and emergency changes is their nature and impact and that is why outside figures are useless to you - they cannot be mapped to your situation.

As you say, the granularity with which you can manage this is constrained by your resources. Therefore it is so much more important to focus on the pain areas than the numbers.
_________________
"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
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 http://www.nukecops.com

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.