When talking to the people working in IT Service Management (ITSM), much of the language sounds sophisticated: Incident Management, Service Desk, escalation, priority, resolved, authorized, etc. But, once we get to Change Management, the tone of the conversation changes. Yes, it seems that Change Management causes most of the controversies in ITSM.<\/p>\n
Maybe it\u2019s easier when we talk about ISO 20000<\/a>\u00a0implementation: there is a set of requirements you need to fulfill if you want to achieve certification. One of them is \u2013 you guessed it \u2013 Change Management. Therefore, implementing Change Management, i.e., the motivation for implementation, is relatively easy to explain. When implementing ITIL<\/a> processes \u2013 things get complicated. You are implementing something from which you believe you will receive some positive effect, e.g., being more efficient, gaining control over your processes and organization, or increasing the quality of delivered services and customer satisfaction. Meaning \u2013 you are doing this freely, without any push except that you believe it will help you and your business. But, do all people involved in, or affected by, Change Management have the same point of view? You might be surprised.
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