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Power of Change Management: Who Should Drive It?

Change management is preventing a project from overshooting its deadline while obliging a change request. Sometimes, it is important to stop those change implementations and there should be someone credible in that hot seat. In this article at, Jan Vromant discusses who should be in charge of the change management.

Driving the Change Management

When a project starts, everyone from the sponsor to the team member agrees on the goal, scope, timeline, etc. of the project. Changing it midway requires everyone’s approval. What if only one person in the meeting understands that the long-term effect of the change is not beneficial? The change manager must be that individual who can stop the team from taking the wrong step.


As per ITIL, change management has two gates—acceptance and approval. At the acceptance gate, you accept the change request ticket. Next, you need to pass through the approval gate to start implementing the change. The person who accepts the ticket is the risk owner and is responsible for the effects the change has on the project.

  1. Gate—Change Acceptance: No technical approval is required at this stage. However, the service owner should check if the business can afford to invest time and resources in the ticket. Next, the process or change manager must analyze if the ticket is optional or mandatory for the process in question. If the change is mandatory and significant, the ticket should pass through the IT steering committee or architectural review board. If the ticket belongs to the Change Advisory Board (CAB), know the intention behind the change ticket. If the intention is to change the business (CTB), the service owner must approve for budget and strategic alignment. If it is to keep running the business (RTB), the change manager approves it as part of the plan. To understand the difference, identify features and guidelines for CTB and RTB cases.
  2. Gate—Approval: A CAB approves for major changes and a change manager agrees for minor ones at this gate. Irrespective of the change level, you must check for technical red flags, clear instructions, and adherence to protocols. Hold a red team or T-CAB meeting to ensure that the ticket has no technical flags before reaching the CAB. Since CAB is the last line of control, it should communicate clearly and concisely for maximum effectiveness. The team must follow the documented change process guidelines. So, Vromant claims the process owners should be the main approvers. However, he does not advise to adhere to the processes at the initial acceptance gate.

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