Okay, My learners, we are on
0.3 service transition and change management processes.
All right, so are learning objectives for today. In this video, we will cover the main purpose and objectives of service transitions and change management
S T and C m The process which comes along with establishing service transitions and the basic concepts, uh, in change management types surrounding the importance of business value and structure.
Okay, so what is the purpose and objectives off S t. So, in a nutshell, it creates and manager accurate logical model off the i t. Environment. So understand the relationships between the components of this logical model and successfully evaluate and optimize that risk associated with the change
so effectively and efficiently deployed releases into the lime environment,
as well as ensuring the knowledge is available accessible to support service management activities. So, according to the I tell, the objectives of the S T life cycle stage is the plan as a plan and manage plan and manage service changes
efficiently and effectively. So to manage risks relating to a new change or retired services
and successfully deployed service releases to support environments, set those correct expectations on performance and use those that as a new and changes services as they come apart. And then you ensure that those services changes creates the expected business value that creates that quality knowledge information within the service assets.
So when you look into what the scopes are, so the scope within the S T includes managing those risks associated with the change in that organization.
So organizations face many types of changes, right? So because of this is important that we understand the complexity of the change Bye bye. You managing while you're allowing the business to actually
and advocate and actually be a a control and optimizing that overall risk. So ultimately the scope of the S T. It focused on providing a means of which businesses can effectively and inefficiently take advantage of the new and change services. So the scopes
it ranges from managing the complexities to allowing for,
uh, it to flourish and get become bigger than in scale,
as well as changing changes into the existing services. So it focused on those means for the business can can conduct transferring service to and from any external service providers. If that is the way the businesses structure
and when you go into the value, so the value of the business right. So this enables the product the projects to estimate the cost and the timing. The resource is requirements as well as the risk associated with SC stage for ah more accurate result. So, as you see here, enables that project that that project
so it makes it easier for people to adopt into follow that flow
and then reduces the delays for unexpected clashes because you see it beforehand so it improves that control of this service assets as a whole.
and then when you go into the processes of the service transition now these processes it isn't it is more of a service validation in testing, so you have your transition planning and your support. Then you have your service asset and configuration management and your change management and your knowledge management, as well as your release and deployment management.
So these are the processes of the service transition. Once it's
once they have that service in hand, and the things that it does in between that time.
Alright, so change management, so change. So
the important term here in so the addition is the modification or the removal of anything that could have effect on the i T services, so it's very beneficial. So it's benefit. It benefits the customer to meet that expected and required benefits. So the purpose of change management is to control all changes
while enabling a beneficial change in minimum of disruption from the associated with that change.
Okay, so that's the change management process. So within the change management, So the purpose of it, like we mentioned previously. But every organization defines change differently, so I tell defines changes as the what you see on the slide. So, in other words, any modification to something that is part of a service is potentially a change.
So I probably implemented and manage change
processes, allows the i T organization to be more responsive to changing business needs and to remain competitive in today's marketplace.
Okay, so that goes into what the objectives. So while reducing incidents and disruptions and rework so that it makes sure that ensures that all changes to the configuration items are recorded in the conference and the configuration management system, so it's often correct and minimize business risk. So
sometimes it's appropriate to knowingly accept the risk because of the potential benefit it will have
in the next the next process of that service.
so understanding the scope. So when you understand the scope, so every organization again it defines change differently. So this is more of a stamp, so it's properly implemented and managed. Process allows within the i t. Order change to be more responsive, right? So
when it's a properly implemented and manage change process, it also facilitates and much more responsive to the i t
to a new or changing business. So when you look into the scope includes the service solutions for their new change, it includes the technology and the management architectures include the service portfolio includes the management information systems and tools, as well as the service management processes
and actually in the measurement systems that
they give that methods and the metrics within that process
and what's not included and within that scope is basically the organization of, um define. And the change is up to the business operation policies as well as the some of the operational level changes that's not included in the scope of the change management process.
So some of the basic concepts of change management. You have your change product. You have your change proposal. You have your change proposals, which is typically, um, change proposal. Typically, where it comes into play that you have a overall description of the change or the
full business case in support of the change. So, like a schedule for design of the implication of that change.
And then you have there are three types of changes, and we will follow on with those three types of changes. So those three types of changes, those are standard, Those are normal. Those are emergency as well as,
um Well, I'm sorry in emergency. So when you do standard change, standing changes, more changes that we do on a regular basis, Um, like a patch patch Tuesdays, you know, and then you have normal, which is whatever you decided. It's so it's also established by priority in class. So, like pushing windows updates or
things of that nature like a typical process flow that includes these types of steps.
And then you have your emergency change where it's because they must be implemented as quickly as possible. So those involved greater risk. So changes to relieve bad business situations and a very risky change. So it follows a normal change process without testing. So when you have to have it off the back, it's simply involves again greater risk.
And then you have your change models, right? So you're change. Models are means off or pre defining the steps to be taken for a change that encourage frequently so change. Models are typically used to define workforce that deal with a specific type of change. So, for example,
a change for a system that requires a specific sequence of steps to occur
for the implication of a software update. So you take a look at these particular things here and how those change models are implementing that process.
So what is the change Adversary board? So Change Adversary board is important to emphasize that this is is very, um is something that is important. So you will be composed of according to the changes being discussed,
and it's likely to be included with other service management process owners and should involve suppliers as well as reflect both user and customer base views.
And do you have your emergency change adversary, which is important terms here as indicated that you have
remediation planning. That is important aspect of the change. Major change meant that defines what to do when these changes fails,
and in summary, you have less than 3.3, which is the value recover the value change change management types of changes, change proposals the C A P as well as the C A P and really make re mediation planning. All right, we'll move on to our quiz.