Knowing the Change Control in Project management

We have already discovered what we must do to change an IT environment, despite numerous technological and human barriers. We also found out what steps we need to take to initiate secure IT governance with Service Management. And now? What's the next step?

In this article we will understand what must be done to start creating the flow, the rules of the process and the correct communication to implement Change Management.

The change control in project management can be mapped in different ways, as each company seeks its real need within a procedural control of technological updates. Some want to have greater control over emergency changes, others want routine changes to follow a differentiated flow that requires no registration, just email approval. Anyway, these are just small examples within a huge world with other peculiarities. However, we have to keep in mind how the basic flow of the change process works, because it is with this knowledge that we will offer the company what it really needs.

Four basic steps to defining the change control in project management

Step One: Draw

For the creation of something within a company, you must know exactly what you are proposing and what advantages it will bring, and to be able to visualize it in the best way we have to put on paper everything we are imagining. Because of this, we must design the flow of change and its peculiarities.

Second Step: Test

After we have the entire process mapped, we should test it to see if everything is as designed. One of the most important tests is with the technical area, as it is with them that the Change Manager will have the greatest contact, both during the creation of the change and at the TAB meeting and also in the final feedback. Putting in numbers, the Change Manager communicates with the technical area on average 75% of the change's useful life, the other 25% is distributed with the CAB meeting and communication.

What is the best way to test a new change process? Group a good number of representatives of the technical teams and hold a meeting presenting the process, then show how the weekly TAB will be carried out and what their function is. Ask everyone to open changes to understand how to complete the requests and pass them on to Change Manager. With this we can put into practice the flow created to check if everything is as planned. At the end, mark a TAB and let them explain these changes, then send a statement with the changes to everyone who participated.

For the realization of the CAB, you must contact your manager and present all the flow created and the tests already carried out. You must have him as an ally, as he will be responsible for discussing the implementation of this process with the directors. This part should be the most time consuming, as we need to have confirmation from all managers / directors for the execution of this process. Inquire with your manager what date has been set for the committee, with this date set you will be able to define the TAB (on average 2 days before the CAB).

After that, it is time for one of the most important parts of the implementation of a new process.

Step Three: Communicate

Communication is the main weapon to get us started on the right foot in a new deployment. Prepare an e-mail that explains the reason for the implementation of the Change Process, showing the advantages and security that the company will have with the control of technological changes. If it is possible to present to the entire Information Technology area before sending an e-mail, it will be great, as the entire audience will know who is implementing it and will be able to answer many questions at the presentation site itself.

Do not leave questions unanswered and do not worry about some repetitive or meaningless questions, remember that everything is new for the company and it has to feel comfortable with the new control that is being implemented.

If there is an area within IT that is responsible for internal communication, ask them to send the email after it has been reviewed. If you do not have any internal group, ask the company's Internal Communication area to prepare the communication. Remember that this formalization should have an impact for everyone, so validate it as many times as necessary, as this will make it possible to surprise the entire company with the quality of the process and communication.

Step Four: Implant

The final implementation of the process is the simplest part of all the steps. In this step, you must send to the Processes or Compliance area of??the company all the flow created for them to keep and version any changes that may be in the process.

In the previous statement, there will be a date when the new process and new meetings will be definitively in production, so pay attention to this date so that there are no delays for Change Manager, that the TAB be done with the exclusive focus of technical discussion and that the CAB has all changes correctly reviewed for final approval.

Prepare minutes focused on the management audience, do not include technical terms, but impact and risk information. If they want more technical information, they can contact the Change Manager.