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Emergency Changes

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Joined: Sep 27, 2007
Posts: 7
Location: Buffalo, NY

PostPosted: Fri Oct 03, 2014 12:08 am    Post subject: Emergency Changes Reply with quote

What perecentage of your total changes are emergencies? (emergency = changes that must be implemented to fix or prevent a high severity issue)
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Joined: Apr 13, 2015
Posts: 1
Location: Yellowknife, NWT Canada

PostPosted: Tue Apr 14, 2015 6:39 am    Post subject: Reply with quote

Our target is </= 5%.

2014 ended up being 8%, 2015 YTD is 5%.

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Joined: Apr 24, 2015
Posts: 3
Location: Saskatoon, Canada

PostPosted: Sat Apr 25, 2015 8:56 am    Post subject: 7 to 8 % Reply with quote

I read it / heard during conferences some where that the average / standard is around 7 to 8%. I personally do not agree with that.

here's my 2 cents:

In order to decide that - review your SLAs and availability agreements. Look at some historic data from incidents and failed changes, that will give you a idea of how well people and technology has performed in the past and also look at the appetite from your senior execs for emergency changes.

Hope that helps!

- Sandeep.
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Senior Itiler

Joined: Mar 04, 2008
Posts: 1893
Location: Helensburgh

PostPosted: Sun Apr 26, 2015 9:32 am    Post subject: Reply with quote

I don't believe percentages of such things should be used as overall targets (except perhaps 0% - which is the ideal). And certainly it is meaningless to use other organization's levels and especially "industry levels" or "norms".

Given that you cannot actually eliminate emergencies, their frequency depends on many factors including the innate volatility of your system, the complexity of your system, your business attitude to risk, your "need" or otherwise to use cutting edge technology. Add to that, if you express it as a percentage you are also factoring in the frequency of non-emergency changes (if, say, you have an emergency change on average every three months, it makes a huge difference if you make ten or a hundred other changes during that period - and that is before you have to factor in any cyclical or other variations to the pattern).

I could almost write a book on the problems with this approach.
"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
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