Read how AI can make a lasting impact in IT change management. ITSM practitioners can begin moving away from a risk-prone, manual IT change management (or change enablement) process toward a highly controlled, predictive, and agentic ITSM framework.
Change enablement in ITIL 4 is the management practice of ensuring that changes to IT services and the IT infrastructure are implemented in a way that minimizes risk and disruption while maximizing value. This article calls out some of the key changes in the move from ITIL v3’s change management to ITIL 4’s change enablement.
Kotter’s 8-step Model provides a comprehensive approach to change management and has been widely adopted globally. This article explains the model and how it helps with change management and enablement.
There are many available IT service management (ITSM benefits), but as with any benefits, an organization’s ability to reap them will depend on how well they adopt ITSM best practices. This article shares the types of benefits your organization could reap from ITSM.
“ITSM quick wins” are considered “quick” because they don’t need long-term planning, and “wins” because they result in a positive outcome or a step toward achieving a bigger goal. This article shares some examples of ITSM quick wins.
This article covers everything you need to know about ITIL service portfolio management. Specifically, what a service portfolio is, how it works, and how it can be implemented to improve ITSM.
In this article we explore the key benefits of CMDBs, provides 10 key steps for building a successful one, and explains the differences between a CI and an IT asset.
As part of helping your organization to take a practical and pragmatic approach to change management, the final article in this series looks at change and configuration management, and change management and DevSecOps.
In the second part of this series, Gary Percival provides advice on how to adopt a practical and pragmatic approach to change management in the new business and IT worlds.
Here Joe the IT Guy shares three tips to consider, and apply, before committing your organization to the risk of an emergency change, from questioning the change’s emergency status to taking the time required to make the best decision possible.
This is the first in a three-part series of ITSM articles about the new thinking in change management that offers a practical and pragmatic approach to managing change in the new business and IT worlds.
Are you back at work after completing your ITIL exams, wanting to make a difference by putting your newly minted ITSM qualification to work? Well, before you do, take the time to understand the mistakes that are commonly made by people, and their organizations, once ITIL qualified by reading this article.
Where does one start when looking at change management or change control as it’s now known in ITIL 4? It can be very daunting at the outset, but the steps outlined in this article should help to get you started, along with example KPIs to help you measure your success.
A successful Change Advisory Board (CAB) is a disciplined one! Looking at attendance, process, and other governance aspects, Jan Vromant suggests a set of rules to follow for success that will enable you to transform your CAB into a BECAB – or “brutally efficient” CAB.
Should the person you’re asking to approve a change request actually be able to stop a change from occurring, even if everyone else agrees it should occur? This article aims to help you understand who in your organization is best positioned to approve changes.