| Description |
1 online resource (140 pages) |
| Contents |
IT Change Management -- A Practitioner's Guide; Contents; List of figures; List of tables; About this guide; Foreword; Preface; Acknowledgements; Introduction; 1 The case for change management; 1.1 Change management goals; 1.1.1 Timely and effective implementation of beneficial changes; 1.1.2 Manage risk; 1.1.3 Minimize negative impact; 1.1.4 Business outcomes; 1.1.5 Governance and compliance; 1.2 Change management versus organizational change management; 1.3 A brief history of change management; 1.4 Implementation challenges; 1.4.1 Prior efforts; 1.4.2 Cultural concerns. |
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1.5 Process versus outcomes1.6 A clear business reason for IT change management; 1.7 Business value; 1.8 Chapter 1: key concepts; 2 A practical multiphased approach; 2.1 The change management challenge; Figure 2.1 Basic change management checkpoints; 2.2 Starting small; Table 2.1 Starting small; 2.3 Quality inspection versus quality engineering; 2.4 Starting big; Table 2.2 Starting big; 2.5 Find the right balance; 2.6 Cultural concerns; 2.7 Keep it simple; 2.8 A word about tools; Figure 2.2 Elements of effective change management; 2.9 Clarity in roles and responsibilities. |
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Table 2.3 RACI roles2.10 The multiphased approach; 2.11 Chapter 2: key concepts; 3 Basic change management (phase 1); 3.1 Phase 1 goals; 3.1.1 A case for change management; 3.1.2 Introducing change control; 3.1.3 Showing early results (business value); 3.1.4 Cultural adoption; 3.1.5 Manage the IT environment; 3.1.6 Future success; 3.2 Basic change management process; Figure 3.1 Phase 1 change management process flow; 3.2.1 Change policy; 3.2.2 Requests for change; 3.2.3 Change types; Table 3.1 Types of change request; 3.2.4 Change priority; Table 3.2 Change priorities; 3.2.5 Roles. |
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Table 3.3 Change management roles3.2.6 Change advisory board; Figure 3.2 Change priority; 3.3 Metrics/KPIs; 3.3.1 Sample metrics for phase 1; 3.3.2 Reporting; 3.4 When to begin phase 2 (success criteria); 3.4.1 Metrics stabilization; 3.4.2 Cultural acceptance; 3.4.3 Business value; 3.5 Chapter 3: key concepts; 4 Maturing change management (phase 2); 4.1 Maturing a basic change management programme; 4.1.1 Governance compliance; 4.1.2 Change in scope and configuration management; 4.2 Phase 2 goals; 4.2.1 Manage the change lifecycle; 4.2.2 Maximize business outcomes. |
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4.2.3 Optimize change management4.3 Phase 2 process; Figure 4.1 Expanded basic change process flow; Figure 4.2 Phase 2 change and systems development lifecycle; 4.3.1 Process flow; Figure 4.3 Phase 2 change management process flow; 4.3.2 Phase 2 CAB; 4.4 Metrics/KPIs; 4.5 Chapter 4: key concepts; 5 Optimizing change management (phase 3); 5.1 Reducing changes going to the CAB; 5.1.1 Standard changes; 5.1.2 Delegated change authority; Table 5.1 Hierarchical change authority; Figure 5.1 Domain delegation; Figure 5.2 Sample regional delegation within domain; 5.1.3 Change models. |
| Note |
5.2 Change windows. |
| Summary |
This title bridges the gap between formal best-practice training and the realities that ITSM practitioners face when they begin implementation. It provides practical guidance on how to manage the many challenges of change management in the context of the organizational culture, regardless of the frameworks chosen. |
| Bibliography |
Includes bibliographical references and index. |
| Subject |
Information technology.
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Technologie de l'information. |
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information technology. |
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Information technology |
| Other Form: |
Print version: Sanker, Greg. IT Change Management : A Practitioner's Guide. London : The Stationery Office Ltd, ©2017 9780117083653 |
| ISBN |
9780117083660 |
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0117083666 |
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9780117083691 (e-book) |
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0117083690 |
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