Chapter 8
Let's walk through the process that Figure 8.2 illustrates:
1.
As in the previously discussed process, RFCs come in from a variety of sources and are
logged.
2.
Management steps in to completely take over the categorization and prioritization rather
than simply providing input. In fact, as Figure 8.3 shows (which depicts a minor revision
to the process), management can also take over the task of accepting changes. This
process modification allows management to provide a filter on changes coming in from
other sections of management, from users, and so forth--similar to the role that the CAB
plays in the ITIL process (which Chapter 7 explored). This filtering role is especially
useful in a small environment because it takes the IT staff out of the "line of fire" and
allows management to make all the decisions regarding changes to the infrastructure.
Figure 8.3: Allowing management to become a filter for incoming changes.
3.
Once the RFC is approved for implementation, it's scheduled. Although management
will certainly have input regarding the schedule, this area should remain IT-driven
because the presence of other projects, changes, and activities will impact the scheduling
of any given change.
4.
Once scheduled, the change can be developed. This part of the process, being technical in
nature, doesn't change much from the previous process (illustrated in Figure 8.1). There
are still dual paths incorporated in the flowchart for when peer review is an option and
when it isn't.
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Summary :
This process modification allows management to provide a filter on changes coming in from other sections of management, from users, and so forth--similar to the role that the CAB plays in the ITIL process (which Chapter 7 explored). Although management will certainly have input regarding the schedule, this area should remain IT-driven because the presence of other projects, changes, and activities will impact the scheduling of any given change.
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