Today’s service infrastructure systems are highly complex, including several integrated applications and devices that are usually highly interdependent on each other to successfully carry out their functions. By installing a Change Advisory Board at your institution, you can ensure that your systems and integrated vendor-partners can perform system changes in an efficient and downtime-minimized process.
What is a change advisory board?
A change advisory board, abbreviated as “CAB,” is an ITIL service management best practice to ensure transparency and clear communication surrounding any software infrastructure change that interacts with your company’s systems. To control the flow of changes to your system – in addition to the requirement of strong client contracts in place with clear key performance indicators (KPIs) established – it is highly recommended that you establish a change advisory board.
A change advisory board is a committee group of stakeholders, usually engineers, managers, operations, and vendor representatives, that review all software, application, or cloud infrastructure change requests that are interacting with your company system, in a documented and structured way and usually on a set schedule, unless an emergency change advisory board (eCAB) meeting becomes necessary.
The CAB ensures that all process stakeholders have a clearly defined process and roles that carefully interact to produce more efficient and downtime-free changes to the integrated system. A well-executed CAB not only controls the changes occurring, but also provides a forum for innovation and a strategic removal of change risk.
The CAB process
The change advisory board process is a crucial component that enables organizations to effectively manage changes to their IT infrastructure, software applications, and related services. The process involves a structured approach with assigned duties to facilitate the approval of change requests in a collaborative and standardized manner.
The following are the key elements of a CAB process flow and will be described below: the start or initiation, submission of the request, routing to the CAB or eCAB for review, the CAB review period, the delivery of the decision to the vendor, the implementation of the planned change, the documentation closure and regular review by management.
Start or Initiation [of request for change process]
The change request process is initiated when an IT team member or end-user identifies a need for a change.
The vendor prepares requests for change: 1 week for standard/normal changes; 24 hours for emergency changes.
Decision → (vendor) is request for change ready for submission, yes or no?
If not ready:
The Vendor modifies the request for change and restarts the process.
If ready:
The Vendor proceeds with submission.
Submission
The change request is documented with information such as the reason for the change, the impact of the change, and the timeline for implementation.
The vendor submits the request for change via form, which routes to the Change Manager.
The change request is reviewed by the Change Manager, who assesses the request’s impact, risks, and urgency. The Change Manager may reject the request, approve it, or route it to the CAB for further review.
Decision → (Change Manager) emergency or normal/standard request?
If emergency request:
Decision → (Operations) approved to move forward, yes or no?
If yes, then proceed with:
Facilitation of Emergency CAB
The Change Manager schedules a CAB meeting to review the emergency change request.
The Change Manager coordinates the ECAB meeting, and documents ECAB decisions and recommendations.
Emergency CAB Review
The Change Advisory Board reviews the CAB’s request for changes and provides advisory support to emergency-level requests in a timely manner (initial response within 48 hours) as directed by the Change Manager.
If normal/standard request:
Facilitation of CAB
The Change Manager schedules a CAB meeting to review the change request.
The Change Manager coordinates the CAB meeting, and documents CAB decisions and recommendations.
CAB Review
During the meeting, the CAB reviews the change request, evaluates its impact, and determines the feasibility of the proposed change.
The Change Advisory Board reviews the CAB’s request for changes at regular intervals as directed by the Change Manager; they determine advisory approval/denial for standard- and normal-level requests for change during the specified CAB meeting.
Decision → (CAB) advisory approval or not approved?
The Change Manager approves or rejects the change request.
If not approved:
The Vendor modifies request for change, restarts process, and does not implement change.
If approved:
If the change request is approved, the Change Manager may authorize the change or route it to the appropriate IT team for implementation.
Implementation
The Change Manager notifies of CAB approval/denial of request for change to the vendor.
The Vendor implements the requested change via the approved plan.
The Change Manager monitors the change implementation and ensures that it meets the agreed-upon timelines and quality standards.
Decision → (Operations) service interruption reported, yes or no?
If no service interruption reported:
Stakeholders proceed with Closure.
If service interruption reported:
Review
After the change is implemented, the Change Manager (or other designated party) reviews the change’s impact on IT infrastructure, systems, and services. This review includes a post-implementation review and root cause analysis (RCA) to determine the effectiveness of the change.
Operations generates a qualitative report including financial ramifications in dollars.
The Vendor generates an root cause analysis report (RCA) upon any failed implementation or customer downtime.
RCA = Root cause analysis report
Confirmation [of service interruption review]
The Vendor forwards the RCA to the Change Manager.
Operations forwards reports to the Change Manager.
The Change Manager completes the post-implementation review.
Closure
The change request is marked as closed in the change management system. Any lessons learned or improvements are documented to continuously improve ITSM processes.
The Change Manager complies and submits the monthly packet to the Decision-makers.
The Decision-makers review the CAB advisory recommendations and report packets.
Conclusion
In conclusion, a well-planned and executed change advisory board process is critical for successful IT service management. The workflow should include clear guidelines for initiating, reviewing, approving, implementing, and documenting changes to minimize service disruptions and ensure consistent customer experiences. Organizations can reduce the likelihood of outages, ensure compliance with regulations, and maintain the integrity of their IT systems by following a structured CAB process.
By understanding the generic process terms surrounding a Change Advisory Board (CAB), you will have a solid foundation for implementing your own change management control process. Each step is vital to the critical analysis of each request for change that is submitted.