Duties of the Change Manager Outlined During ITIL Training
The essence of the duties of a change manager in an ITIL-based system is to establish protocols for handling changes in the configuration of a live and deployed system. The changes may be impo...
The essence of the duties of a change manager in an ITIL-based system is to establish protocols for handling changes in the configuration of a live and deployed system. The changes may be imposed externally manifesting as problems in the system. In that case, change management is a reactive process. Changes may also be implemented in an effort to improve the performance of the system. In that case, change management is considered a proactive process.
In any event, the kind of change may involve a new system strategy, an improvement on a specific area in the system, technological change or a change in the perspective of the services.
A new strategy seeks to reset the focus of the system. A typical example of this is globalization of an information system wherein the local area network will have to be complemented by internet connectivity, a feature which will require more controls to be introduced into the system. Another example of this is allowing for the payment of bills online. In both of those instances, the change manager has to authorize and control the rate and manner in which remodeling the system should occur so as not to push it off-balance. In other words, change management establishes standard processes to be resorted to should the need for change be perceived in order not to appreciably disturb the normal operation of the system.
Sometimes, one or more modules in a system will need to be upgraded or adjusted in some way to produce better output. Once this need has been identified by the configuration manager, he channels the request for change to the change manager who then studies the implications of the revisions on the stability of the running system. On the basis of his findings, he may recommend the procedures to implement for that change, may modify the change or reject it altogether.
Often too, the central management of the system will want to switch to a faster and more efficient technology. In such cases, the plan is submitted to the change manager for him to study. He then submits his recommendation concerning how to go about the change and the time frame in which the said modifications should be completed. He may also specify which areas in the system should be upgraded first. This is usually the management side of the system. The new technology is introduced there before its effects trickle down to the modules that the rank and file can access.
Sometimes, the changes that are desirable will have to do with the manner of conducting services rather than anything directly related to the system itself. In that case, change management is called on to plan the phases in which the improvements in the behavior of employees towards clients is to be implemented.
Evidently, a change manager is a person who is aware of the inter-dependence of the different entities making up the system. He takes all those ties into consideration when propagating innovations in the system. Normally, everything is planned in subtle stages that will not have far-flung side-effects on the system.
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