Change Management
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Jr. Information Security Journal 16. 2 (Mar/Apr 2007): 80-89
Change management is a core information technology general control required to support the business functions of any enterprise. While change control is conceptually simple, the mechanics of implementation and monitoring require attention to detail as well as support from IT, users, and business unit management. At its most basic level, change management is a control system that ensures programs, systems, and infrastructure modifications are authorized, tested, documented, and monitored. Implementation of effective change management is part of the worldwide movement towards improved IT governance and transparency. An effective change management system requires just enough approval, testing, documentation, and review. The classical focus of change management includes lines of code, objects, schemas, and other components of the organizations core applications. Most developers learn programming basics either formally, in technology classes, or informally via on- the-job training. To ensure developers, users, and management participate in change control and avoid the tendency to privatize, the mechanics of the process should be straightforward, clear to all parties, and supported by management.
The Brain Trust Model: A proposed change to modern change management Diss.
Epperson, Brian R. The University of Oklahoma, 2006. 2006. 3212931
The study of change management and innovation is a perplexing and challenging undertaking. A review of the literature revealed that change management practices and methodological frameworks are currently insufficient to counteract the challenges associated with leading and driving change within organizations. This exploratory study endeavored to ascertain the viability of a new, alternative organizational change and innovation model, the Brain Trust Model (BTM). The BTM combines the benefits of reliable NPD (New Product Development) processes, creative problem solving processes, and organizational change management principles to provide a robust and prescriptive methodological approach to change management. A three round Delphi study was conducted with leaders and experts within the profit, non-profit, non-secular, government and educational sectors to not only assess the practical utility of the model, but to realize improvements based on their expert participant feedback. Findings indicated that the BTM was considered a viable alternative to the traditional change management methodologies and could help mitigate the common obstacles to leading change. Finally, the study forwarded recommendations on steps to further augment the model and assess its applicability in varying organizational contexts.