IT Governance

The 7 Habits of Highly Effective CABs

Change advisory boards (CABs) provide the insight and knowledge necessary to effectively complete a project. However, there are precautions one must take in order to make them worth their while. In an article for The ITSM Review, Vawns Murphy sheds a light on the habits that make an effective CAB. There are seven behaviors people in engage in that encourage a proficient CAB:

  1. Tea, coffee, and biscuits
  2. Organization
  3. Utilize automation.
  4. Play nice.
  5. Ask the tough questions.
  6. Keep things moving.
  7. CSI

Steering the CAB

Tea, coffee, and biscuits (or the scrumptious equivalent) are any person’s best weapon when they are attempting to persuade someone to support them. Providing some light refreshments reenergizes people and makes them feel more at ease. It is this comfort that makes for a successful CAB meeting and reduces apprehensions. When people are comfortable, they are more inclined to ask questions or offer up opinions.

For any CAB to be successful, the people involved need to know precisely what they are doing. Staying organized will keep people on track and the project running smoothly. Granted, not every change has to go through CAB, nor should it. CAB meetings are not for server reboots or patching requests. Utilizing automation can help alleviate some of these smaller scale projects and free up CAB’s time for the big projects.

Keep in mind that some people need to insert their opinion on a multitude of changes, like the service desk, while others only need to speak up on a few key issues, like a project manager. Try to move these issues to the beginning of the meeting so people do not have to waste their time on a meeting where their insight is not required. Likewise, some questions people have grown to rue and lament. “Is this really a good idea?” is one of them. These types of questions may evoke annoyance, but they still need to be asked.

No one likes extensively long meetings that waste their time. It is important to keep CAB meetings moving, and prevent things from becoming too long-winded and technical. And lastly, remember to look over previously implemented changes. Any change that has been successful in the past can serve as a model for the future, while any change that failed can serve as a warning.

You can read the original article here:

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