The document discusses the process of creating and improving a Change Advisory Board (CAB) at Wake Forest University. It describes how the university initially implemented a CAB but encountered issues with slow approvals and many emergency changes. They then made several improvements, including approving changes before implementation, establishing multiple approval levels, centralizing change intake, and providing more training. The revised CAB process helped ensure changes were approved in a timely manner and implemented as planned changes rather than emergencies.
9. What Is A “Change”? http://www.flickr.com/photos/missturner/2738639998/ http://www.flickr.com/photos/atbartlett/2432704579/ http://www.flickr.com/photos/dborman2/2259144671/
24. In change management v1, changes were approved after they had been built and tested. Change built Change tested Change submitted … wait… CAB approval Change implemented Identify a change
25. In change management v2, changes are approved before they have been built and tested. Change built Change tested Change scheduled Change implemented Identify a change Approve change
26. In change management v1, all changes were approved by the CAB. Turn on a new service Minor application upgrade Add record for HR CAB
27. In change management v2, there are three levels of “approval authority.” Turn on a new service Minor application upgrade Add record for HR CAB ISMB Local Authority
28. In change management v1, we spent a lot of time figuring out who should handle a change. Service request submitted Help Desk ticket submitted Internal request submitted Team A? Team B? Team C? Team D? Who knows??
29. In change management v2, all changes are sent to “change intake” to be classified. Service request submitted Help Desk ticket submitted Internal request submitted Change intake
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