Do you have a formal Change Control Board (CCB)? If not, this is the perfect time of year to be thinking about levelling up your processes and putting new ways of working in place to formalise the way change management is done across projects, programmes and the portfolio.
A Change Control Board is simply a group of experts that represent different organisational departments and who oversee both the process of change management and the different changes being put forward.
At a project level, your CCB is a group of people who know the project well and who can assess project-related changes, but at some point if your project is making changes to the live environment, like most IT and business change projects do, the change will need to be submitted to the wider, department or organisational CCB.
The role of the CCB is to:
- Assess the change
- Approve the change – in my experience, if the project team and project sponsor has already approved the change, there are few reasons why the CCB would then block a change
- Schedule the change
- Keep records about changes.
How it works
In our CCB, the functional lead or the project manager had to present the change. We had to talk about what it was, why it was useful and what it solved, and then make the case for whether it was a priority fix or not. If the change was considered a priority, it could go in the same day (mostly). If it wasn’t, it could be packaged up with a bunch of other small changes and go in the next release.
That made it easier to communicate changes to the end users.
Discussing the change
First, the change should be analyzed and discussed to see whether it has impacts beyond what the project team can comment on. The Change Control Board is convened to do that. I think the CCB is a really useful group and we relied on it in my last job. Our CCB looked at operational and project changes so the team could see the impact of ‘normal’ changes as well as the project-related ones.
I think it’s important that the CCB is made up of a cross-organisation group. It’s too common for changes (especially IT changes) to go in and for there not be a full understanding of the business impact somewhere else down the line. Complex ERP systems like SAP make that more likely, so a group of functional consultants getting together to discuss changes before they happen is a good thing.
I’ve had some changes rejected by the CCB because they didn’t have enough information to make an informed decision, or because something else was going on and they needed to wait on that, or because there was a change freeze. There might be many reasons why your change doesn’t go through.
The CCB can also schedule changes. There are normally scheduled windows to put changes in, especially in the live IT environment. That helps the support teams and the users know what is going to be different and what to look out for when they next log in.
Scheduling as a team also ensures that conflicting changes don’t get put in on top of each other. For example, if my project is updating the list of available categories in one part of the system, and another team is also updating that part of the system but taking away the category feature (that’s a bit extreme, but you see what I mean) then those conflicting changes can be discussed and overseen in an appropriate way.
It might involve putting them live in a particular order, or prioritising the changes so that one piece goes in this time and the additional change is put in next time.
I remember being told a story of a change in a data centre where engineers were working on cabling and flooring on both sides of a server stack. Without the support of flooring on both sides, the server stack toppled over! That’s the importance of making sure that changes are managed in a scheduled and sensible way.
We also had an emergency change procedure for anything that could not wait until the next release. On the SAP projects, for example, mostly things could be scheduled in a batch and changes pushed through on a fortnightly basis. But sometimes it was important to fix an issue straightaway without waiting until the next release. For example:
- Bug fixes
- Issues that affected customers
- Changes that went in and then didn’t work as expected.
All of these are emergency fixes to live systems that wouldn’t be appropriate to delay, and they are all issue-related, not nice-to-have features.
How does your CCB work?