A change advisory board (CAB) plays a crucial role in reviewing, discussing, and approving a change request to assess the significance and prioritization of change in a company. However, change management can be a tedious and exhausting process if you don’t know why you’re sitting to talk about it, don’t understand it, or find every change meeting a slow death. In a post for ITSM.tools, Duncan Watkins says that there are common issues regarding change management processes that make organizations suffer. He shares a few tips to improve and help your business succeed:
- Require change approvers to adequately review changes before approving.
- Ensure change approvers are clear on what their role is.
- Engage with change approvers early in the process.
- Create standard changes.
Changes to Move Forward, Not Fall Behind
It is a common practice that organizations put CIOs or senior managers in charge of change approval. However, these high-ranking people are busy and often lack the time to really think changes through before approving them. Worse is, when a defect or an error arises, they walk away and deny all responsibility. This is neither good for the organization nor for their own image, so it is beneficial to make them aware of the impact and future of their decisions. Approving a change management proposal is not just signing an executive order, but reviewing it carefully and taking the time to consider all the potential risks and consequences. Senior managers and CIOs need to know that their specialized jobs are important, but change management matters and is a part of their role.
When you and your colleagues review a change request, it is easier to have a mutual standard so that everyone knows what to expect and knows what change fits the situation of the company. Consider the number of people who approve of a change, the potential risks following the change, and related activities to deliver the change.
About engaging with change approvers early, Watkins says this:
If you’re using Agile or DevOps principles for driving change, you’ll already be engaging with the business to ensure that what you deliver is of value. It isn’t a giant leap to ensure that when an approver is different to those you already work with, you engage them too. By doing this you’re encouraging employees to use the CAB for its actual purpose, which is to schedule changes effectively and avoid potential conflicts. The change advisory board isn’t called the change approval board for a reason – that’s not what it’s for!
You can view the original post here: https://itsm.tools/2016/09/30/change-management-tips-to-avoid-boredom/