Learn about Service Management Processes and how Change Management fits into the bigger picture in this article. Discover a general overview of support processes and what to expect in the subsequent video lessons in this section of the course.

A recap of the common terminology we'll use when referring to service management processes within this course. The process implementation model I teach has been designed to facilitate a greater level of success for project completion and process adoption and integration in any service organization.

A brief overview from my foundation course, covering service management processes, your service organization and the services you offer.

Over the last decades, we have seen a radical change in the way the IT organization operates. This change has been mainly driven by the need for the IT organization to deliver real value to the business. How does this impact what we do today?

Discussing the framework of Best Practices that is the most widely accepted approach to IT Service Management worldwide. We'll explain the most important service mnagamenet processes and their goals using a real-life example.

I’ve seen IT departments overcomplicate things to the point where they become known as the Work Prevention Department. Not good. It takes time to fix and undo that. Instead of looking to implement 16 or even more independent bureaucratic processes - let’s start by looking at the practical solution you need.

Change management doesn’t operate in isolation. Implementing the Core IT Service Management processes as part of the bigger picture should be a key strategic initiative for your service organization.

IT Service Management enables the creation of Services, and the support models and processes to operate those services. Before we can talk about change management - we'll need to define services and service levels in our service catalogue, viewed from a customer perspective.

In this article, we dive deep into the Change Management process in Service Management. You'll learn about the purpose and scope of the process, and why it's important to have a single process to manage and control change. This article serves as an introduction to the subsequent video lessons in this section of the course, where we'll discuss this topic in more detail.

Throughout this section we'll work on developing a single repeatable process of change including workflows, procedures, roles and responsibilities, and policies. We'll start with high level change definitions, and setting process goals.

Let's discuss the scope of Change Management. What is a Change (and what is not) and what is the overarching purpose of change management?

Further details on the scope of change management for your organization. This lesson discusses changes to  services and configuration items. Each service organization should clearly define the changes that are within the scope of their service change process, and the ones that are not.

Change can be defined in many ways. In this lesson we'll discuss our definition of a Change, and how to break down the different types of changes.

Following our definition of a Change, let's bring this home and look at the different types of changes you experience within your service organization, and how to categorize them.

It’s time to get to work - and complete the sample change request form with the information from the change you selected in the previous exercise.

Throughout the program we’ll also introduce you to some of the most important acronyms from Change Management. Keep an eye (and ear) out for these de!initions, and write them down as you discover their meaning.

Policies are the house rules of change management. Policies and standards define clear expectations for  internal and external stakeholders. In this lesson we'll also discuss requirements for the design and planning of the Change Management process.

Let’s expand on what we’ve discussed previously on the 3 change types. You can follow along in your workbook on the risk matrix page.

Putting together all the context from the previous lessons, let's look at creating an initial change process model.

Beyond process inputs and outputs from the previous lesson, your change management process will also require interaction with other service management processes.

This article provides an overview of the Change Management Process Activities, which involve managing change like a mini-project and following specific stages for each RFC. The article highlights the importance of each stage, from categorizing and assessing RFCs to implementing and reviewing changes. In the subsequent video lessons in this section of the course, this topic will be explored in greater detail.

In this section we'll cover how to manage change like a project with appropriate activities within the process. We’ll dive into the process activities from the process flow that was introduced in the previous section of the course in a lot more detail.

In this lesson we'll cover the process activity of submitting a formal request for change: the initial change request, kicking off the process, is raised by a request from the change initiator.

In this lesson we'll cover the process activity of accepting a change request into the process:  Change Management should briefly consider each request before it gets accepted further into the process.

In this lesson we'll cover the review, assessment and categorization of a new change request before its considered for implementation. Most organizations will develop specific impact assessment systems and this lesson will provide a starting point to help the change management team assess different types of change accurately to help with the learning process.

The potential impact all change requests on business services and the infrastructure need to be considered in depth before implementing the change itself. The 7 questions shared with you in this lesson provide a good starting point to help the change management team consider the potential impact of a change request on the organization and infrastructure.

Once all the questions from the impact assessment are answered, it’ll help determine the priority of the change being implemented.

No change is without risk, so we'll have to gauge the risk of implementing the change during the impact assessment, using a standardized Risk Categorization model.

It’s time to continue the process. With the information from the evaluation steps, complete the rest of the RFC form we’ve started on previously.

Based on the impact and risk assessment, and the potential benefits of the change, the change management team plan the implementation of the change, if approved.

It’s time to continue the process. With the information from the evaluation steps, complete the rest of the RFC form we’ve started on previously.

Once approved, Change Management has the responsibility to ensure changes are implemented as scheduled.

On completion of the implementation work associated with the change, the final results should be reported for stakeholder evaluation.

Don’t skip this step - complete the change review.

Let’s look at who does what and establish a baseline of what’s currently happening in your service organization in terms of the current change management process. We’ll use the process activities from the example as a guide to see where things are with your organization.

In this article, we explore the different roles involved in the Change Management Process. From the process owner to the Change Advisory Board (CAB), we take a closer look at the responsibilities and tasks assigned to each role. Understanding the different roles involved is essential for establishing a successful change management process in your organization.

All of the people in your organization could potentially be involved in change management in one way or another. In this section we'll discuss having the right team members involved at each project phase within the functional areas of change management.

In this lesson we'll discuss the roles of your executive board or senior leadership team and how they engage with the change management process.

In this lesson we'll discuss the roles of the change management process owner and the change management process manager(s).

In this lesson we'll discuss the roles and responsibilities of the Change Advisory Board as well as which representatives from the organization could be a member of your CAB.

In this lesson we'll cover an important component of your change management process: the regular change advisory board meetings. We'll go through the structure and recommended schedule for this recurring meeting.

In this lesson we'll discuss the roles and responsibilities of the Emergency Change Advisory Board.

In this article, we discuss the clear difference between the change management process owner and the change management process manager. We explain the role and responsibilities of each, highlighting why it is important to keep these roles distinct in order to achieve successful change management.

Who are the major players in your change organization? Using the guidance from the lessons when we discuss the Change Management process roles, we'll map each role to named individuals in your service organization.

In this article, you'll learn about continuous service improvement and how the change management process can facilitate CSI. Discover the importance of measuring quality and forming a baseline before implementing change to ensure success in your service organization.

In this section we'll look at ways to leverage the change management process to implement a continuous service improvement cycle.

Continuous service improvement starts with establishing a vision of where you want to be as a service organization. We'll look at using measurements to establish a baseline of your current service abilities and recognizing the performance gaps in order to build an improvement plan.

We'll look at some examples from a service management perspective to help assess the maturity of you change management process.

Assigning a score to service Quality looks at all the characteristics of your products or services that are important for meeting your customer needs. Quality is a subjective balancing act between your performance levels and the satisfaction level of your customer

Quality control is the process of constantly looking for improvements in your service organization and trying to achieve those improvements in the level of quality experienced by your customers.

The next step is measuring the level of success of your service management processes. A set of key performance indicators is used to gain a better understanding of the performance of your service organization. Based on these indicators quality can be managed.

KPI’s are usually overcomplicated and developed without involving customers. Instead, let's set smart goals related to your most important key performance indicators.

To make your goals even smarter, you could consider to have different values associated with them to leverage the psychology of success. This will help build momentum towards your process improvement goals.

In this article, we will discuss the next steps in improving process maturity after implementing the Change Management Process. We will explore how KPIs related to change management can be used to facilitate this, and how ongoing monitoring and review of the process can ensure its continued effectiveness. The article will offer insights into how organizations can use the Change Management Process to drive continuous improvement and increase overall efficiency in their service management processes.

In this last section, we’ll put it all together and look at the road ahead of you - the end of this course is not the completion of your journey, but the start of something new.

Let’s go back to where we started: implementing best practice service management principles. What’s the next goal? What's the next step to make your change management process better based on where you are at today?

Let's set smart goals related to your next steps using some of these example key performance indicators for your change management process.

A process designed in isolation is never going to grow to it’s full potential. Continuous service improvement is about building and maintaining momentum. This doesn’t need to be as complicated as many people think it needs to be. Keep it simple.

We'll look at People, People, People, (and) Process & Technology. The focus is on finding a balanced approach to create behavioural change with the goal to drive cultural change in your organization.

When you get started on your journey there’s no shame in picking the low hanging fruit. Start with some easy improvements that have a big impact. Listen to what your team and customers have to say - they’ll often tell you what to focus on.

In this lesson I'll share some final thoughts on your change management process and associated projects.

This course is all about you and your service organization. Where you go from here is up to you. At the end of this class there's one remaining question: What will you do next? How will you put the pieces of information together into new ideas and new actions, for the benefit of your customers.

In this final lesson I share some valuable educational content that you can access. I update these resources from time to time, so if there's anything you like be sure to grab it now.