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Enterprises are having to increasingly adapt to the new market challenges more frequently. These changes very often result in adaptations to the IT infrastructure and application landscape. Business today is requiring IT to meet these needs precisely with the level of flexibility, elasticity and thoroughness demanded. The answer to this is a proactive change management process, the aim of which is to enable changes to be implemented reliably, economically and on time. The use of standardized methods and processes minimize the risks of disruption to the IT service.
The change management must therefore pay attention to ensuring a balanced relationship between flexibility and stability. The potential risks of a negative impact in terms of the availability of and demand for resources, as well as the costs, have to be carefully weighed against the anticipated benefits from each change. The Change Advisory Board, the so-called CAB, has been set up to deal with what in some cases can be a difficult decision-making process. This Board, which comprises highly experienced and senior key individuals, looks after the interests of the customers and service operators. In order to take account of the «Time to Market» aspect the decision-making process must have a lean and flexible structure. In order to remove some of the burden from the CAB, simple and routine changes must be able to be processed without any red tape. This requires a standardized risk assessment process, the so-called categorization of changes, which draws a distinction between critical and non-critical changes.