Optimize IT Change Management
Right-size IT change management to protect the live environment.
- Infrastructure managers and change managers need to re-evaluate their change management processes due to slow change turnaround time, too many unauthorized changes, too many incidents and outages because of poorly managed changes, or difficulty evaluating and prioritizing changes.
- IT system owners often resist change management because they see it as slow and bureaucratic.
- Infrastructure changes are often seen as different from application changes, and two (or more) processes may exist.
Our Advice
Critical Insight
- ITIL provides a usable framework for change management, but full process rigor is not appropriate for every change request.
- You need to design a process that is flexible enough to meet the demand for change, and strict enough to protect the live environment from change-related incidents.
- A mature change management process will minimize review and approval activity. Counterintuitively, with experience in implementing changes, risk levels decline to a point where most changes are “pre-approved.”
Impact and Result
- Create a unified change management process that reduces risk. The process should be balanced in its approach toward deploying changes while also maintaining throughput of innovation and enhancements.
- Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
- Establish and empower a change manager and change advisory board with the authority to manage, approve, and prioritize changes.
- Integrate a configuration management database with the change management process to identify dependencies.
Member Testimonials
After each Info-Tech experience, we ask our members to quantify the real-time savings, monetary impact, and project improvements our research helped them achieve. See our top member experiences for this blueprint and what our clients have to say.
9.6/10
Overall Impact
$53,018
Average $ Saved
31
Average Days Saved
Client
Experience
Impact
$ Saved
Days Saved
MAX Solutions
Guided Implementation
10/10
$9,100
10
LION
Guided Implementation
8/10
$13,700
5
PA Public Utility Commission
Guided Implementation
10/10
$68,500
20
NA
Fayetteville State University
Workshop
10/10
$68,500
50
Workshop was well structured with tangibles things we could do immediately. In person would probably offered the FSU team a better experience to al... Read More
Michigan State Court Administrative Office (SCAO)
Workshop
10/10
$68,500
26
The entire experience was wonderful. The overall value was higher because the workshop was intended to help us improve our recently established (~4... Read More
Sterilite Corporation
Workshop
10/10
$68,500
50
Hernando County Clerk of Circuit Court and Comptroller
Workshop
9/10
$26,030
23
Benedict was a great facilitator, very knowledgable, and kept my team engaged, which is no easy task!
Joseph Ribkoff Inc.
Guided Implementation
10/10
$50,000
50
Gillette Children's Specialty Healthcare
Guided Implementation
10/10
N/A
60
This was a great consultation and we have started the implementation.
AgCountry Farm Credit Services
Workshop
10/10
$34,250
100
California Department of Real Estate
Guided Implementation
10/10
$274K
105
The best parts of my experience are the valuable advice, and thoughtful guidance form Frank that provided real world experiences that made our appr... Read More
Platinum Equity Advisors LLC
Workshop
8/10
$64,999
20
A great workshop in its design. Where the sessions fall short is in application. This is of no fault of ITRG, but rather to our lack of maturity to... Read More
Georgia Municipal Association
Workshop
10/10
N/A
5
I really enjoyed the workshop and the dialog it prompted from my team. I wish that it could have been facilitated in person, as the dynamics were a... Read More
Arkansas Department of Transportation
Guided Implementation
10/10
$2,599
20
Flexibility and knowledge.
Alliance Resource Partners
Workshop
10/10
N/A
5
Utah Valley University
Guided Implementation
9/10
$32,499
2
John's audio seemed to go in and out and become garbled at times. We were always able to follow his train of discussion, but it was difficult at ti... Read More
Mainstream Renewable Power Ltd
Guided Implementation
10/10
$11,839
10
The best was Mahmoud dedication to this and the fact that he is realistic in his assessments. Also, he is very friendly and professional at the sa... Read More
Space Telescope Science Institute
Guided Implementation
9/10
N/A
5
Good engagement, knowledgeable consultant - receptive to my views - on this basis, I will do more....
Kentucky Fried Chicken UK
Guided Implementation
10/10
$82,000
50
We are still talking to Ben on our journey to introduce change control but we are learning. His knowledge is exfellent & I truely believe once we ... Read More
4Wall Entertainment
Guided Implementation
10/10
$13,700
20
New-Indy Containerboard, LLC
Guided Implementation
9/10
$12,599
10
Synergi Partners
Guided Implementation
10/10
$77,999
47
Saskatchewan Blue Cross
Workshop
9/10
$30,000
10
Best: we came out with a very practical framework for change management that was right-sized for our organization Worst: On our end from time to... Read More
4Wall Entertainment
Workshop
10/10
$31,499
10
Overall experience was great, a huge benefit to the entire IT team. Benedict Chang's mastery of the material and process was evident as we compress... Read More
Government of Saskatchewan-Ministry of SaskBuilds and Procurement- Information Technology Division
Guided Implementation
9/10
$16,000
20
Heniff Transportation Systems
Guided Implementation
10/10
$12,399
10
Best was affirmation of what process I have been using aligns with best practice, nothing negative at this time.
Department of Justice Canada
Guided Implementation
10/10
N/A
N/A
Ben was extremely knowledgeable, articulate, and succinct, able to move through much useful information very quickly without appearing rushed. I lo... Read More
Insmed Incorporated
Workshop
9/10
$107K
23
Sumit’s broad knowledge on the subject and sound advice to most senior people in the team.
Gainesville Regional Utilities
Workshop
10/10
$31,499
115
Great facilitation and a huge help with navigating us through some challenging conversations.
Oregon Youth Authority
Guided Implementation
10/10
$12,399
10
Ben was thorough in reviewing our current state based on our previous workshop. He was able to identify a few key areas we could adjust to being m... Read More
Change Management
Let your battle with change-related incidents begin!
This course makes up part of the Infrastructure & Operations Certificate.
- Course Modules: 5
- Estimated Completion Time: 2-2.5 hours
- Featured Analysts:
- Benedict Chang, Research Specialist, Infrastructure
- Allison Kinnaird, Research Director, Infrastructure
Workshop: Optimize IT Change Management
Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Define change management
The Purpose
- Discuss the existing challenges and maturity of your change management practice.
- Build definitions of change categories and the scope of change management.
Key Benefits Achieved
- Understand the starting point and scope of change management.
- Understand the context of change request versus other requests such as service requests, projects, and operational tasks.
Activities
Outputs
Outline strengths and challenges.
Conduct a maturity assessment.
Build a change categorization scheme.
Build a risk assessment matrix.
- Maturity assessment
- Risk assessment
Module 2: Establish roles and workflows
The Purpose
- Define roles and responsibilities for the change management team.
- Develop a standardized change management practice for approved changes, including process workflows.
Key Benefits Achieved
- Built the team to support your new change management practice.
- Develop a formalized and right-sized change management practice for each change category. This will ensure all changes follow the correct process and core activities to confirm changes are completed successfully.
Activities
Outputs
Define the change manager role.
Outline CAB protocol and membership.
Build normal change process.
Build emergency change process.
Build preapproved change process.
- Change manager job description
- Change management process library
Module 3: Define the RFC and post-implementation activities
The Purpose
- Create a new change intake process, including a new request for change (RFC) form.
- Develop post-implementation review activities to be completed for every IT change.
Key Benefits Achieved
- Bookend your change management practice by standardizing change intake, implementation, and post-implementation activities.
Activities
Outputs
Create an RFC template.
Determine post-implementation activities.
Build your change calendar protocol.
- Request for change (RFC) form template
- Pre-implementation checklist
- Post-implementation checklist
Module 4: Measure, manage, and maintain
The Purpose
- Develop a plan and project roadmap for reaching your target for your change management program maturity.
- Develop a communications plan to ensure the successful adoption of the new program.
Key Benefits Achieved
- A plan and project roadmap for reaching target change management program maturity.
- A communications plan ready for implementation.
Activities
Outputs
Identify metrics and reports.
Build a communications plan.
Build your implementation roadmap.
- Metrics tool
- Communications plan
- Project roadmap
Optimize IT Change Management
Right-size IT change management practice to protect the live environment.
EXECUTIVE BRIEF
Analyst Perspective
Balance risk and efficiency to optimize IT change management.
Change management (change enablement, change control) is a balance of efficiency and risk. That is, pushing changes out in a timely manner while minimizing the risk of deployment. On the one hand, organizations can attempt to avoid all risk and drown the process in rubber stamps, red tape, and bureaucracy. On the other hand, organizations can ignore process and push out changes as quickly as possible, which will likely lead to change related incidents and debilitating outages.
Right-sizing the process does not mean adopting every recommendation from best-practice frameworks. It means balancing the efficiency of change request fulfillment with minimizing risk to your organization. Furthermore, creating a process that encourages adherence is key to avoid change implementers from skirting your process altogether.
Benedict Chang, Research Analyst, Infrastructure and Operations, Info-Tech Research Group
Executive Summary
Your Challenge
Infrastructure and application change occurs constantly and is driven by changing business needs, requests for new functionality, operational releases and patches, and resolution of incidents or problems detected by the service desk.
IT managers need to follow a standard change management process to ensure that rogue changes are never deployed while the organization remains responsive to demand.
Common Obstacles
IT system owners often resist change management because they see it as slow and bureaucratic.
At the same time, an increasingly interlinked technical environment may cause issues to appear in unexpected places. Configuration management systems are often not kept up-to-date and do not catch the potential linkages.
Infrastructure changes are often seen as “different” from application changes and two (or more) processes may exist.
Info-Tech’s Approach
Info-Tech’s approach will help you:
- Create a unified change management practice that balances risk and throughput of innovation.
- Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
- Establish and empower a Change Manager and Change Advisory Board (CAB) with the authority to manage, approve, and prioritize changes.
Balance Risk and Efficiency to Optimize IT Change Management
Two goals of change management are to protect the live environment and deploying changes in a timely manner. These two may seem to sometimes be at odds against each other, but assessing risk at multiple points of a change’s lifecycle can help you achieve both.
Your challenge
This research is designed to help organizations who need to:
- Build a right-sized change management practice that encourages adherence and balances efficiency and risk.
- Integrate the change management practice with project management, service desk processes, configuration management, and other areas of IT and the business.
- Communicate the benefits and impact of change management to all the stakeholders affected by the process.
Change management is heavily reliant on organizational culture
Having a right-sized process is not enough. You need to build and communicate the process to gather adherence. The process is useless if stakeholders are not aware of it or do not follow it.
Increase the Effectiveness of Change Management in Your Organization
Of the eight infrastructure & operations processes measured in Info-Tech’s IT Management and Governance Diagnostic (MGD) program, change management has the second largest gap between importance and effectiveness of these processes.
Source: Info-Tech 2020; n=5,108 IT professionals from 620 organizations
Common obstacles
These barriers make this challenge difficult to address for many organizations:
- Gaining buy-in can be a challenge no matter how well the process is built.
- The complexity of the IT environment and culture of tacit knowledge for configuration makes it difficult to assess cross-dependencies of changes.
- Each silo or department may have their own change management workflows that they follow internally. This can make it difficult to create a unified process that works well for everyone.
“Why should I fill out an RFC when it only takes five minutes to push through my change?”
“We’ve been doing this for years. Why do we need more bureaucracy?”
“We don’t need change management if we’re Agile.”
“We don’t have the right tools to even start change management.”
“Why do I have to attend a CAB meeting when I don’t care what other departments are doing?”
Info-Tech’s approach
Build change management by implementing assessments and stage gates around appropriate levels of the change lifecycle.
The Info-Tech difference:
- Create a unified change management process that balances risk and throughput of innovation.
- Categorize changes based on an industry-standard risk model with objective measures of impact and likelihood.
- Establish and empower a Change Manager and Change Advisory Board (CAB) with the authority to manage, approve, and prioritize changes.
IT change is constant and is driven by:
Change Management:
- Operations - Operational releases, maintenance, vendor-driven updates, and security updates can all be key drivers of change. Example: ITSM version update
- Major Release
- Maintenance Release
- Security Patch
- Business - Business-driven changes may include requests from other business departments that require IT’s support. Examples: New ERP or HRIS implementation
- New Application
- New Version
- Service desk → Incident & Problem - Some incident and problem tickets require a change to facilitate resolution of the incident. Examples: Outage necessitating update of an app (emergency change), a user request for new functionality to be added to an existing app
- Workaround
- Fix
- Configuration Management Database (CMDB) ↔ Asset Management - In addition to software and hardware asset dependencies, a configuration management database (CMDB) is used to keep a record of changes and is queried to assess change requests.
- Hardware
- Software
Insight summary
“The scope of change management is defined by each organization…the purpose of change management is to maximize the number of successful service and product changes by ensuring that the risk have been properly assessed, authorizing changes to process, and managing the change schedule.” – ALEXOS Limited, ITIL 4
Build a unified change management process balancing risk and change throughput.
Building a unified process that oversees all changes to the technical environment doesn’t have to be burdensome to be effective. However, the process is a necessary starting point to identifying cross dependencies and avoiding change collisions and change-related incidents.
Use an objective framework for estimating risk
Simply asking, “What is the risk?” will result in subjective responses that will likely minimize the perceived risk. The level of due diligence should align to the criticality of the systems or departments potentially impacted by the proposed changes.
Integrate your change process with your IT service management system
Change management in isolation will provide some stability, but maturing the process through service integrations will enable data-driven decisions, decrease bureaucracy, and enable faster and more stable throughput.
Change management and DevOps can work together effectively
Change and DevOps tend to be at odds, but the framework does not have to change. Lower risk changes in DevOps are prime candidates for the pre-approved category. Much of the responsibility traditionally assigned to the CAB can be diffused throughout the software development lifecycle.
Change management and DevOps can coexist
Shift the responsibility and rigor to earlier in the process.
- If you are implementing change management in a DevOps environment, ensure you have a strong DevOps lifecycle. You may wish to refer to Info-Tech’s research Implementing DevOps Practices That Work.
- Consider starting in this blueprint by visiting Appendix II to frame your approach to change management. Follow the blueprint while paying attention to the DevOps Callouts.
DEVOPS CALLOUTS
Look for these DevOps callouts throughout this storyboard to guide you along the implementation.
Successful change management will provide benefits to both the business and IT
Respond to business requests faster while reducing the number of change-related disruptions.
IT Benefits
- Fewer change-related incidents and outages
- Faster change turnaround time
- Higher rate of change success
- Less change rework
- Fewer service desk calls related to poorly communicated changes
Business Benefits
- Fewer service disruptions
- Faster response to requests for new and enhanced functionalities
- Higher rate of benefits realization when changes are implemented
- Lower cost per change
- Fewer “surprise” changes disrupting productivity
IT satisfaction with change management will drive business satisfaction with IT. Once the process is working efficiently, staff will be more motivated to adhere to the process, reducing the number of unauthorized changes. As fewer changes bypass proper evaluation and testing, service disruptions will decrease and business satisfaction will increase.
Change management improves core benefits to the business: the four Cs
Most organizations have at least some form of change control in place, but formalizing change management leads to the four Cs of business benefits:
Control
Change management brings daily control over the IT environment, allowing you to review every relatively new change, eliminate changes that would have likely failed, and review all changes to improve the IT environment.
Collaboration
Change management planning brings increased communication and collaboration across groups by coordinating changes with business activities. The CAB brings a more formalized and centralized communication method for IT.
Consistency
Request for change templates and a structured process result in implementation, test, and backout plans being more consistent. Implementing processes for pre-approved changes also ensures these frequent changes are executed consistently and efficiently.
Confidence
Change management processes will give your organization more confidence through more accurate planning, improved execution of changes, less failure, and more control over the IT environment. This also leads to greater protection against audits.
You likely need to improve change management more than any other infrastructure & operations process
Source: Info-Tech 2020; n=5,108 IT Professionals from 620 organizations
Of the eight infrastructure and operations processes measured in Info-Tech’s IT Management and Governance Diagnostic (MGD) program, change management consistently has the second largest gap between importance and effectiveness of these processes.
Executives and directors recognize the importance of change management but feel theirs is currently ineffective
Info-Tech’s IT Management and Governance Diagnostic (MGD) program assesses the importance and effectiveness of core IT processes. Since its inception, the MGD has consistently identified change management as an area for immediate improvement.
Source: Info-Tech 2020; n=5,108 IT Professionals from 620 organizations
Importance Scores
No importance: 1.0-6.9
Limited importance: 7.0-7.9
Significant importance: 8.0-8.9
Critical importance: 9.0-10.0
Effectiveness Scores
Not in place: n/a
Not effective: 0.0-4.9
Somewhat Ineffective: 5.0-5.9
Somewhat effective: 6.0-6.9
Very effective: 7.0-10.0
There are several common misconceptions about change management
Which of these have you heard in your organization?
| Reality | |
|---|---|
| “It’s just a small change; this will only take five minutes to do.” | Even a small change can cause a business outage. That small fix could impact a large system connected to the one being fixed. |
| “Ad hoc is faster; too many processes slow things down.” | Ad hoc might be faster in some cases, but it carries far greater risk. Following defined processes keeps systems stable and risk-averse. |
| “Change management is all about speed.” | Change management is about managing risk. It gives the illusion of speed by reducing downtime and unplanned work. |
| “Change management will limit our capacity to change.” | Change management allows for a better alignment of process (release management) with governance (change management). |
Overcome perceived challenges to implementing change management to reap measurable reward
Before: Informal Change Management
Change Approval:
- Changes do not pass through a formal review process before implementation.
- 10% of released changes are approved.
- Implementation challenge: Staff will resist having to submit formal change requests and assessments, frustrated at the prospect of having to wait longer to have changes approved.
Change Prioritization
- Changes are not prioritized according to urgency, risk, and impact.
- 60% of changes are urgent.
- Implementation challenge: Influential stakeholders accustomed to having changes approved and deployed might resist having to submit changes to a standard cost-benefit analysis.
Change Deployment
- Changes often negatively impact user productivity.
- 25% of changes are realized as planned.
- Implementation challenge: Engaging the business so that formal change freeze periods and regular maintenance windows can be established.
After: Right-Sized Change Management
Change Approval
- All changes pass through a formal review process. Once a change is repeatable and well-tested, it can be pre-approved to save time. Almost no unauthorized changes are deployed.
- 95% of changes are approved.
- KPI: Decrease in change-related incidents
Change Prioritization
- The CAB prioritizes changes so that the business is satisfied with the speed of change deployment.
- 35% of changes are urgent.
- KPI: Decrease in change turnaround time.
Change deployment
- Users are always aware of impending changes and changes don’t interrupt critical business activities.
- Over 80% of changes are realized as planned
- KPI: Decrease in the number of failed deployments.
Info-Tech’s methodology for change management optimization focuses on building standardized processes
| 1. Define Change Management | 2. Establish Roles and Workflows | 3. Define the RFC and Post-Implementation Activities | 4. Measure, Manage, and Maintain | |
|---|---|---|---|---|
| Phase Steps |
1.1 Assess Maturity 1.2 Categorize Changes and Build Your Risk Assessment |
2.1 Determine Roles and Responsibilities 2.2 Build Core Workflows |
3.1 Design the RFC 3.2 Establish Post-Implementation Activities |
4.1 Identify Metrics and Build the Change Calendar 4.2 Implement the Project |
| Change Management Standard Operating Procedure (SOP) Change Management Project Summary Template | ||||
| Phase Deliverables |
|
|
|
|
Blueprint deliverables
Each step of this blueprint is accompanied by supporting deliverables to help you accomplish your goals:
Change Management Process Library
Document your normal, pre-approved, and emergency change lifecycles with the core process workflows .
Change Management Risk Assessment Tool
Test Drive your impact and likelihood assessment questionnaires with the Change Management Risk Assessment Tool.
Project Summary Template
Summarize your efforts in the Optimize IT Change Management Improvement Initiative: Project Summary Template.
Change Management Roadmap Tool
Record your action items and roadmap your steps to a mature change management process.
Key Deliverable:
Change Management SOP
Document and formalize your process starting with the change management standard operating procedure (SOP).
These case studies illustrate the value of various phases of this project
Define Change Management
Establish Roles and Workflows
Define RFC and Post-Implementation Activities
Measure, Manage, and Maintain
A major technology company implemented change management to improve productivity by 40%. This case study illustrates the full scope of the project.
A large technology firm experienced a critical outage due to poor change management practices. This case study illustrates the scope of change management definition and strategy.
Ignorance of change management process led to a technology giant experiencing a critical cloud outage. This case study illustrates the scope of the process phase.
A manufacturing company created a makeshift CMDB in the absence of a CMDB to implement change management. This case study illustrates the scope of change intake.
A financial institution tracked and recorded metrics to aid in the success of their change management program. This case study illustrates the scope of the implementation phase.
Working through this project with Info-Tech can save you time and money
Engaging in a Guided Implementation doesn’t just offer valuable project advice, it also results in significant cost savings.
| Guided Implementation | Measured Vale |
|---|---|
| Phase 1: Define Change Management |
|
|
Phase 2: Establish Roles and Workflows |
|
| Phase 3: Define the RFC and Post-Implementation Activities |
|
|
Phase 4: Measure, Manage, and Maintain |
|
| Total Savings | $10,800 |
Case Study
Industry: Technology
Source: Daniel Grove, Intel
Intel implemented a robust change management program and experienced a 40% improvement in change efficiency.
Founded in 1968, the world’s largest microchip and semiconductor company employs over 100,000 people. Intel manufactures processors for major players in the PC market including Apple, Lenovo, HP, and Dell.
ITIL Change Management Implementation
With close to 4,000 changes occurring each week, managing Intel’s environment is a formidable task. Before implementing change management within the organization, over 35% of all unscheduled downtime was due to errors resulting from change and release management. Processes were ad hoc or scattered across the organization and no standards were in place.
Results
After a robust implementation of change management, Intel experienced a number of improvements including automated approvals, the implementation of a formal change calendar, and an automated RFC form. As a result, Intel improved change productivity by 40% within the first year of the program’s implementation.
Define Change Management
↓
Establish Roles and Workflows
↓
Define RFC and Post-Implementation Activities
↓
Measure, Manage, and Maintain
About Info-Tech
Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.
We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 4-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.
Guided Implementation 1: Define Change Management
- Call 1: Introduce change concepts
- Call 2: Assess current maturity
- Call 3: Identify target-state capabilities
Guided Implementation 2: Establish Roles and Workflows
- Call 1: Review roles and responsibilities
- Call 2: Review core change processes
Guided Implementation 3: Define the RFC and Post-Implementation Activities
- Call 1: Define the change intake process
- Call 2: Create pre-implementation and post-implementation checklists
Guided Implementation 4: Measure, Manage, and Maintain
- Call 1: Review metrics
- Call 2: Create roadmap
Contributors
- Jeff Fournie, Project Lead, Enbridge Gas
- Dian Zhang Cui, Senior Network Manager, Thryv
- Aderemi Ajagbe, System Architect, Visa
- Peter Chang, Infrastructure Manager, Alberta Energy Regulator (ret.)
- Derek Shank, Head of Research, Stratscale
- Two anonymous contributors
Create a Service Management and IT Operations Strategy
Optimize the IT Operations Center
Improve Incident and Problem Management
Optimize IT Change Management
Harness Configuration Management Superpowers
Develop an IT Infrastructure Services Playbook
Develop Infrastructure & Operations Policies and Procedures
Stabilize Release and Deployment Management
Deploy AIOps to Improve IT Operations
Create Visual SOP Documents that Drive Process Optimization, Not Just Peace of Mind
Improve IT-Business Alignment Through an Internal SLA
Implement Infrastructure Shared Services
Next-Generation InfraOps
M&A Runbook for Infrastructure and Operations
Reduce Manual Repetitive Work With IT Automation
Take Control of Cloud Costs on AWS
Take Control of Cloud Costs on Microsoft Azure
Govern Shared Services
Responsibly Resume IT Operations in the Office
Take Control of Infrastructure and Operations Metrics
Engineer Your Event Management Process
Design Your Cloud Operations
Build a Continual Improvement Program
Align Projects With the IT Change Lifecycle
Prepare for Microsoft 365 Copilot