Which of these would fall outside the scope of a typical service change management process?
A.
A change to a contract with a supplier
B.
A firmware upgrade to a server that is only used for IT Service Continuity purposes
C.
An urgent need to replace a CPU to restore a service during an incident
D.
A change to a business process that depends on IT Services
4.2.2 Scope
Change can be defined in many ways. The definition of a
service change is:
Service change
‘The addition, modification or removal of authorized,
planned or supported service or service component
and its associated documentation.’
The scope of Change Management covers changes to
baselined service assets and configuration items across the
whole service lifecycle.
Each organization should define the changes that lie
outside the scope of their service change process. Typically
these might include:
Changes with significantly wider impacts than service
changes, e.g. departmental organization, policies and
business operations – these changes would produce
RFCs to generate consequential service changes
Changes at an operational level such as repair to
printers or other routine service components.
Figure 4.1 shows a typical scope for the service Change
Management process for an IT department and how it
interfaces with the business and suppliers at strategic,
tactical and operational levels. It covers interfaces to
internal and external service providers where there are
shared assets and configuration items that need to be
under Change Management. Service Change Management
must interface with business Change Management (to the
left in Figure 4.1), and with the supplier’s Change
Management (to the right in the figure). This may be an
external supplier with a formal Change Management
system, or with the project change mechanisms within an
internal development project.
The Service Portfolio provides a clear definition of all
current, planned and retired services. Understanding the
Service Portfolio helps all parties involved in the Service
Transition to understand the potential impact of the new
or changed service on current services and other new or
changed services.
Strategic changes are brought in via Service Strategy and
the business relationship management processes. Changes
to a service will be brought in via Service Design,
Continual Service Improvement and the service level
management process. Corrective change, resolving errors
detected in services, will be initiated from Service
Operations, and may route via support or external
suppliers into a formal RFC.
Exclusions
This chapter does not cover strategic planning for business
transformation or organizational change although the
interfaces to these processes do need to be managed.
Guidance on organizational change is addressed in
Chapter 5. Business transformation is the subject of many
publications aimed at the general business manager