For modern organizations, IT departments are under constant pressure to implement changes—whether it's deploying new software, upgrading infrastructure, applying security patches, or transitioning to cloud solutions. Without a structured change management approach, these initiatives can result in system failures, security vulnerabilities, and, worst of all, escalate into major incidents that could potentially lead to costly downtime.
This blog post provides a comprehensive overview of change management, covering the various types of changes, a step-by-step breakdown of the change management process, common challenges, and how technology can support effective and seamless change implementation.
Change management is a structured process for managing and controlling changes to IT systems, applications, and services while minimizing risks and disruptions to business operations. Its primary goal is to implement changes with minimal impact on service quality and business continuity.
Over the years, various change management models and frameworks have been developed to guide organizations in implementing changes in a controlled and predictable manner, with clear roles and responsibilities. One of the most widely adopted frameworks integral to IT Service Management (ITSM) is the Information Technology Infrastructure Library (ITIL).
In the ITIL framework, change is defined as adding, modifying, or removing any configuration or configuration item (CI) that may affect IT services. CI is any component or asset within the IT infrastructure, such as hardware, software, or network elements, managed throughout its lifecycle. Changes are typically made to improve, fix, or optimize these assets, and the ITIL framework provides change management with a structured approach.
Changes are typically classified into the following types based on their impact, urgency, and approval requirements.
Figure 1: ITSM Changes Comparison
A standard change is a pre-approved, low-risk change that follows a well-defined process and is commonly implemented without requiring additional approval for each occurrence. It is designed to streamline routine changes that are predictable, repeatable, and unlikely to disrupt IT services or business operations.
User Account Creation/Deletion
Password Resets
VM Provisioning/Decommissioning
Regular Server Patching (no downtime)
Firewall Changes
Compliance Remediation
A normal change is a type of change that follows a structured process and requires thorough evaluation, approval, and planning before implementation. These changes are typically more complex or at higher risk than standard changes and often involve significant IT systems, applications, or service modifications. They undergo a detailed impact and risk assessment to minimize potential disruptions and are typically reviewed and approved by the Change Advisory Board (CAB) and stakeholders.
Server Hardware Upgrades
Server Operating System Updates (with downtime)
Server Performance Tuning (i.e., Resource scaling, configuration changes)
Network Device Upgrades
Routing & Switching Reconfigurations
Database Schema Changes
Code Refactoring
Bug Fixes and Hotfixes
An emergency change is an unplanned and urgent change that must be implemented immediately to resolve an unexpected issue or crisis, typically to restore services or address a critical problem. Due to the urgency of the situation, emergency changes are typically executed outside of the normal change management process, but they must still be documented and reviewed afterward.
Security patches after a cyberattack
Immediate bug fixes for critical applications
Fixes to recover from backups after system outages
Replacement of faulty hardware, causing widespread outages
Rerouting network traffic to backup routes until the primary network has been resolved
These classifications enable organizations to manage changes in a structured manner, ensuring risks are controlled, and business operations remain uninterrupted.
Implementing change successfully requires a structured, step-by-step process.
Figure 2: The Change Management Process
The following stages outline a typical change management framework:
Before implementation, change owners must clearly define the purpose and objectives of the proposed change. This critical first step lays the foundation for the entire change management process. To formally initiate the change, a Request for Change (RFC) must be submitted, detailing the scope, justification, potential risks, and required resources. Conducting a thorough impact assessment is also important to evaluate how the change will affect operations, resources, and stakeholders. Identifying risks and challenges early through the RFC and impact assessment enables more effective planning, risk mitigation, and seamless implementation.
Developing a change implementation plan is critical for ensuring the seamless execution of changes. It should outline the steps, resources, timelines, and responsibilities needed for successful implementation, ensuring all change aspects are well-coordinated and executed. A thorough risk assessment is conducted to identify potential challenges and develop mitigation strategies to minimize disruption.
Clear communication is also important for managing expectations and reducing uncertainty during the change process. This involves crafting key messages tailored to different audiences to ensure relevant information is conveyed effectively. Selecting appropriate communication channels, such as emails and meetings, helps reach all stakeholders efficiently.
Once the change plan is developed and all necessary assessments are completed, the change must be presented to the Change Advisory Board (CAB) for approval. During this meeting, the change owner provides a detailed overview of the proposed change, including its purpose, potential impact, risk assessment, and the mitigation strategies in place. The CAB reviews the change to ensure it aligns with organizational goals, complies with policies, and minimizes risks to IT services and business operations. The board may request further clarification, suggest adjustments, or approve the change as proposed. This step ensures that all key stakeholders are involved in the decision-making process and that the change is thoroughly evaluated before proceeding.
Standard changes, which are pre-approved due to their low risk and repeatability, do not require CAB approval. However, emergency changes, which must be implemented quickly to address critical issues, are presented to an expedited CAB, often referred to as an Emergency Change Advisory Board (eCAB), to assess and approve the change quickly. For some urgent and highly critical issues, emergency changes are implemented immediately and then reviewed by the CAB after the fact to assess their impact and ensure proper documentation.
At this stage, the change plan is fully put into action, and the transition from planning to execution begins. This phase requires meticulous coordination to ensure that each element of the change is rolled out according to the established timeline.
Throughout the implementation, progress is monitored through regular updates and check-ins to ensure the change remains on track and any issues are quickly addressed. Feedback from stakeholders is continuously gathered to gauge their experiences, concerns, and overall satisfaction with the change. Performance metrics, such as system performance, are also tracked to measure the success of the change against predefined goals. By continuously assessing qualitative feedback and quantitative data, change owners can identify areas that may require adjustments, whether they involve tweaking the implementation strategy, providing additional support to end users, or resolving unforeseen issues that could impact the success of the change.
After the change has been fully implemented, a Post-Implementation Review (PIR) is conducted to evaluate the success and effectiveness of the change. The primary objective of this review is to measure whether the change met its original goals and objectives, including any predefined performance indicators. This involves gathering relevant data from various sources, such as system performance logs, user feedback, and business performance metrics, to assess how the change has affected IT services and overall business operations. During the review, the actual impact is compared against the anticipated outcomes, including improvements in service efficiency, enhanced system stability, or better user experience.
PIR also looks at unintended consequences, such as system disruptions, user resistance, or performance degradation, which may have occurred during or after the change. The results are documented in a comprehensive report highlighting the successes and challenges encountered during the change process. This report should include a breakdown of what worked well, what could have been handled differently, and any lessons learned. It provides a valuable feedback loop for future change activities, helping to identify areas for process improvement, resource allocation, or risk management strategies. Organizations can refine their change management processes by conducting a thorough PIR, ensuring they are better equipped to manage future changes more effectively.
Despite careful planning, organizations often encounter obstacles when implementing change.
Common challenges include:
Employee resistance often arises from fear of the unknown or concerns about disruptions to established routines. In some cases, resistance is not necessarily a reflection of an unwillingness to adapt but rather a natural reaction to the perceived challenges or risks associated with the change.
For example, employees may be concerned about how new technology will affect what's already working. As the saying goes, "Why change something that isn’t broken?" This mindset can lead to resistance, as employees may feel that introducing new tools or systems could disrupt established workflows that they are comfortable with and that currently meet their needs.
When communication about the change process is unclear, uniform, or aligned across all levels of the organization, employees may receive conflicting information, which can lead to uncertainty about the reasons for the change, its expected outcomes, and how it will affect them.
For example, if one department communicates that a new system will simplify processes while another emphasizes that it may cause delays or require more training, employees may become skeptical about the change and lose confidence in its success.
Leadership provides direction, sets clear expectations, and ensures that the change is aligned with the organization's strategic goals. When leadership is weak or inconsistent, employees may lack the confidence and motivation to fully engage with the change, leading to confusion, uncertainty, and a lack of buy-in.
Limited time, budget, or staff are common challenges in change management that can significantly hinder the successful execution of a change initiative. When organizations face constraints in these areas, the change process may be rushed or inadequately resourced, leading to suboptimal outcomes.
For example, a tight timeline may pressure teams to implement changes too quickly, resulting in incomplete planning, insufficient testing, or overlooked risks. Without enough time to thoroughly assess the impact of the change, the organization may encounter unforeseen issues that disrupt business operations.
When change is frequent and not well-executed, it can create a sense of instability and frustration, causing employees to feel they cannot keep up. This can reduce morale, hinder productivity, and even result in resistance to future changes. Effective change management helps prevent this by ensuring that changes are well-planned, communicated, and implemented at a manageable pace, allowing employees to adjust without feeling overwhelmed.
Overcoming these challenges requires proactive engagement, transparent communication, and flexibility to adjust plans as needed.
Technology has become the key enabler of successful change management. Modern tools and platforms support organizations in various ways:
Collaboration Platforms - streamline communication and enhance coordination among stakeholders. They also allow teams to share documents, monitor progress, and quickly address any issues that may arise during the change process.
Monitoring Tools - provide real-time insights into the availability and performance of systems affected by changes. With monitoring tools, potential problems can be identified quickly, preventing disruptions that may compromise service quality and impact business continuity.
Service Orchestration and Automation Platforms (SOAP) – elevate change management with platforms like IT-Conductor ChAI™ by automating repetitive tasks, optimizing workflows, and accelerating processes. ChAI™ streamlines the entire change lifecycle, improving speed, reducing errors, and enhancing the overall efficiency of change execution.
By leveraging technology, organizations can streamline change processes, enhance communication, and ensure data-driven decision-making.
Change management is a critical component of IT operations that directly impacts an organization's ability to adapt to new technologies, meet business objectives, and maintain operational stability. A well-defined, structured process ensures that changes, whether they involve infrastructure upgrades, software deployments, or security patches, are introduced with minimal disruption. By thoroughly understanding the types of changes—such as standard, normal, and emergency changes—organizations can determine the right approach to each change, whether some changes follow a detailed, well-planned process or are approved and implemented after the fact to address urgent needs.
Following an established change management process also provides clear roles, accountability, and standardized procedures for evaluating, testing, and implementing changes. Moreover, leveraging technology, such as collaboration platforms, monitoring tools, and service orchestration and automation platforms, allows organizations to streamline the change management process and improve overall operational efficiency.