Change Management Branch

COT utilizes a centralized enterprise-level change management process to ensure that standardized methods and procedures are used for efficient handling of changes in order to minimize the impact of change-related incidents upon IT service quality and delivery. This branch has central ownership and responsibility for change management throughout COT. The responsibilities of the Change Management Branch are:

  • Separate and enhance the current change control process into three separate service management functions (SMFs):
    • Change Management – approves changes and monitors the building, testing and implementation of all releases.
    • Release Management – implements changes approved by change management by building testing and deploying.
    • Configuration Management – provides the baseline, impact analysis and updating of the configuration management database (CMDB).
  • Provide checks and balances so that no single body has the power to approve, release or update changes to the production environment without formal approval from each of the SMF process owners.
  • Establish standard processes and procedures for the initial receipt, logging, screening and classification of all changes.
  • Classify changes by category and priority to facilitate impact analysis, effective resource utilization and authorization by the approval authority.
  • Build change models by category and priority to enhance the ability to effectively manage all changes within the enterprise.
  • Define and publish emergency change processes documentation.
  • Use and publish forward schedule of changes.
  • Use configuration management information such as affected components and their relationships to perform impact analysis.
  • Adopt and follow the Microsoft Office Framework (MOF)/Information Technology Infrastructure Library (ITIL) best practice of reviewing changes after they are released into the production environment.
  • Create and charter a change advisory board (CAB) and identify standing membership as well as emergency change membership.
  • Utilize a common risk model to assist the CAB with understanding and managing the potential risk(s) associated with a proposed change.
  • Create an IT executive committee to address CAB escalations.
  • Evaluate and clearly define the inputs, activities and outputs of the CAB meetings and the roles of its members.
  • Ensure that the change management process is agreed upon, communicated to, and adhered to by all key stakeholders and that change management practitioners attend the MOF changing quadrant course.
This page was last modified 3/27/2014 12:52 PM

Contact Information

Sean McClure, Branch Manager
Change Management Branch

(502) 782-9597