Joined: Mar 04, 2008 Posts: 1884 Location: Newcastle-under-Lyme
Posted: Fri Mar 15, 2013 9:00 am Post subject:
Maybe it isn't.
Or maybe you did not have reliable measures before from which to make a comparison.
Are there now less incidents during changes?
Are there now less incidents that are consequences of changes?
Are changes more on schedule?
Are there less complaints from people who should have been but were not informed of a change?
Are less changes being abandoned, reworked, rescheduled or reverted?
These are reasonably solid questions.
More ambiguous (as is reduction in time to resolve incidents unless supported by other quality measures) are more changes being completed in the same time and/or with the same resources; are customers reporting an improved service; are changes realising greater benefits?
Also, is change management driving other improvements such as better configuration records, better testing or better customer relations?
What about the power of change reviews? Are they feeding into improvement programs?
If you have collected the data it should be easy to report and if change management has improved the report will be positive. _________________ "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
Posted: Wed Jul 03, 2013 8:05 pm Post subject: why?
I am curious to know, what was the reason your organisation implemented or more likely adopted CM? Surely "they" had an is an expected result.
Also, there should be a business case that "sells" the value of CM to upper management / stakeholders.
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