ITMPI FLAT 002
Main Menu
Home / Uncategorized / 7 goals for eliminating business and IT risk

7 goals for eliminating business and IT risk

sevenEliminate business and IT risk with just seven goals? Sure, according to Myles Suer. His article on the Enterprise CIO Forum sets out to do just that – list a series of overall goals that can help your organization take away some of the pain with change management and reduce the risks associated with the process. The goals are:

  • Authorized changes are made in a timely manner and with minimal errors
  • Impact assessments reveal the effect of changes on all affected components
  • All emergency changes are reviewed and authorized after the change
  • Key stakeholders are kept informed of all aspects of the change, implementation, and conversion plans
  • Releases are ready for promotion into production with stakeholder readiness and support
  • Releases are promoted successfully, are stable, and meet expectations
  • Lessons learned contribute to future releases

It's clear that these goals are not simple efforts by any means, but they do provide the overall goal which can frame a course of action for your organization. For instance, consider what Suer says about the ability to achieve the goal of reviewing emergency changes: Let’s face it, emergency changes are a problem. They are changes done outside of the change review process because of some form of emergency. They should be rare. In fact, an HP internal customer survey said that they should represent 2.5% or less of the changes implemented. Two metrics are recommended to manage this process goal: percent of total changes that are emergency fixes and number of emergency changes not authorized after the change. The second one is particularly interesting. It says that all changes should be approved and more importantly, emergency changes should have a high post fact approval rate. The article finishes with this often overlooked advice: start this process where it will have the most impact, not where it will be easiest. Many of these goals require buy-in from executive management, and proving that those goals are achievable and valuable can go a long way in getting support for the entire effort.

About Matthew Kabik

Matthew Kabik is the former Editor of Computer Aid's Accelerating IT Success. He worked at Computer Aid, Inc. from 2008 to 2014 in the Harrisburg offices, where he was a copywriter, swordsman, social media consultant, and trainer before moving into editorial.

Check Also

The Seven Activities of Project Closeout

People go crazy when a TV show like Firefly or Agent Carter gets canceled, because …

Leave a Reply

Your email address will not be published. Required fields are marked *