ITSM Change Management

Process Guide
San Diego Release

Ref: 0001216

© 2022 ServiceNow, Inc. All rights reserved.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
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Table of Contents
Introduction........................................................................................................................................... 4
Principles and Basic Concepts ........................................................................................................... 4
Process Scope ...................................................................................................................................... 4
Process Objectives ............................................................................................................................... 4
Roles and Responsibilities .................................................................................................................... 5
Change Management Process Owner .......................................................................................... 5
Change Manager ............................................................................................................................. 5
Change Requester / Change Implementer .................................................................................. 6
Change Approver............................................................................................................................. 6
CAB Manager.................................................................................................................................... 7
How changes are initiated.................................................................................................................. 7
Change Management Lifecycle ....................................................................................................... 8
Evaluating Risk ...................................................................................................................................... 9
Normal Change Process ................................................................................................................... 11
State: New ....................................................................................................................................... 11
State: Assess ..................................................................................................................................... 13
State: Authorize ............................................................................................................................... 14
State: Scheduled............................................................................................................................. 14
State: Implement............................................................................................................................. 15
State: Review ................................................................................................................................... 15
State: Closed ................................................................................................................................... 16
State: Canceled .............................................................................................................................. 16
Emergency Change Process ............................................................................................................ 17
Emergency Changes ......................................................................................................................... 17
Approval .......................................................................................................................................... 17
Retroactive Changes ..................................................................................................................... 17
Standard Change Process ................................................................................................................ 18
Standard Change Template Lifecycle ......................................................................................... 18
Standard Change Templates ........................................................................................................ 19
Standard Change Lifecycle .......................................................................................................... 19
Overdue Changes ............................................................................................................................. 19
Other Processes .................................................................................................................................. 20
Incident Management ................................................................................................................... 20
Problem Management ................................................................................................................... 20
Configuration Management ......................................................................................................... 20
User Experience ............................................................................................................................... 20

© 2022 ServiceNow, Inc. All rights reserved.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
associated.
Process Governance ......................................................................................................................... 21
Measurement .................................................................................................................................. 21
Dashboards and Reporting ........................................................................................................... 21

© 2022 ServiceNow, Inc. All rights reserved.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
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Introduction
This process guide will provide a detailed explanation on how the Change Management
process is enabled within the ServiceNow platform. It is intended that this process be
followed as closely as possible. ServiceNow encourages simple, lean ITSM processes and
that is reflected in the out-of-the-box design. Additional functionality can be incorporated
into what is offered; however, this should only be in scenarios where there is a required
business outcome gained that could not be achieved using an out-of-the-box method.
Following this approach should also ease upgrade paths and the ability to expand the use of
the platform.

Principles and Basic Concepts

A Change is defined as the addition, modification, or removal of anything that could have
an impact on an IT service. Change Management is the process responsible for facilitating
the implementation of changes.
The goal of the Change Management process is to enable beneficial changes to be made
with minimum disruption to business operations, ensuring that the best possible levels of
service quality and availability are maintained.
• Change Management should apply a consistent approach to risk assessment,
business continuity, change impact, resource requirements, and change approval
• The approach should maintain a proper balance between the need for a change
and the timing of its integration into the live environment

Process Scope
The scope of Change Management includes managing all changes to the live environment,
including both services and technology.

Process Objectives
The objectives of Change Management are to:
• Provide a systematic approach to control the lifecycle of all changes
• Facilitate beneficial changes to be made with minimum disruption to IT services
• Control changes to the Configuration Management Database (CMDB)

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ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
associated.
Roles and Responsibilities
Change Management Process Owner
The Change Management Process Owner’s primary objective is to own and maintain the
Change Management process. The role of the Process Owner is usually a senior manager
with the ability and authority to ensure the process is rolled out and used by all stakeholders.
Responsible for:
• Defining the overall mission of the process
• Establishing and communicating the process mission, goals, and objectives to all
stakeholders
• Documenting and maintaining the process and procedures
• Resolving any cross-functional (departmental) issues
• Ensuring proper staffing and training for execution
• Ensuring consistent execution of the process across the organization
• Monitoring, measuring, and reporting on the effectiveness of the process to senior
management
• Continually improving the process
ServiceNow Role Required:
No role is required in ServiceNow for this however a login will be needed.
The sn_change_read could also be used for the process owner.
Business Stakeholder business_stakeholder role can also be used, where this role can view
and approve records within all products of ITSM.

Change Manager
The Change Manager is responsible for day-to-day facilitation of the change process. This
role is focused on the management and administration of all changes.
Responsible for:
• Quality checking newly raised changes. Validates eligibility of change,
implementation steps, applicable risk mitigations, backout plans, and planned
schedule
• Reviewing standard change proposals for inclusion in the Standard Change Catalog
• Reviewing unsuccessful changes for future improvements
• Chairing CAB meetings
• Managing CAB agendas
• Facilitating emergency change approval
• Reviewing retrospectively raised changes for process compliance
• Managing the overall schedule of changes
ServiceNow Role Required:
In ServiceNow, a change manager will require the change_manager role.

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Change Requester / Change Implementer
The Change Requester/Implementer is responsible for the creation and implementation of
changes
Responsible for:
• Raising change records to cover any work being done to a technology service
• Explaining why the change must go-ahead
• Providing detailed implementation steps
• Providing pre-and post-implementation test information
• Providing detailed risk information and mitigation approach
• Providing a backout plan where possible
• Implementing the change following the approved plan at the approved time
• Reviewing the change after implementation to confirm success
• Taking appropriate steps if the change has not gone as intended

ServiceNow Role Required:

The itil role, or sn_change_read and sn_change_write roles introduced with Change
Management ([Link].change_management) plugin.

Change Approver
The Change Approver must decide if a change has been well planned enough to have
mitigated the risk to services as far as is possible.
Responsible for:
• Review full contents of the change
• Approve/reject changes based on the content
• Request further information if an approval decision cannot be made
ServiceNow Role Required:
The approver_user role is required in ServiceNow.
Business Stakeholder role business_stakeholder can also be used, where this role can view
and approve records within all products of ITSM.

© 2022 ServiceNow, Inc. All rights reserved.

ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
associated.
CAB Manager
The CAB Manager will facilitate the CAB meeting or can delegate the responsibility
Responsible for:
• Reviewing the full schedule of change to identify concerns with potentially conflicting
changes
• Providing approval/rejection at CAB meetings for all changes discussed
ServiceNow Role Required:
The sn_change_cab.cab_manager role is required in ServiceNow.

How changes are initiated

Directly in ServiceNow – IT support users can raise changes directly in the change application
as they are required
From an Incident – Incident Managers, Service Desk Agents or other IT Support staff can raise
a change from an incident when they identify the fix required to resolve the incident
From a Problem – Problem Managers, Service Desk Agents or other IT Support staff can raise
a change from a problem when they identify the fix required to resolve the problem
Through the Service Catalog - Standard changes can be raised by selecting the appropriate
template from the Standard Change Catalog
From a Request – Users outside of the IT department can make a request of IT that requires a
change to deliver the request
Automatically via Integrations – Changes can be automatically generated via external
systems such as a vendor’s system integrations
DevOps – changes are initiated through the Change API through toolsets commonly used
within development organizations.

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ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
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Change Management Lifecycle
States in any ServiceNow application serve a specific purpose. They are designed to make it
clear where in a process a record currently resides and to display progress. States should
represent a unique phase in a process where a specific set of related activities are grouped
together designed to achieve a particular outcome to move to the next phase of the
process. Our recommended Change Management process has the following state model:
• New
• Asses
• Authorize
• Scheduled
• Implement
• Review
• Closed
• Canceled

Process Overview

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Evaluating Risk
Identifying risks associated with change requests is critical for an effective change process.
When identifying risks, keep a business-impact focus in mind:
• What could happen that would have an adverse impact on the business?
• Could the change impact other services running on the same infrastructure?
• Could there be unanticipated impact to business processes?
• Will the change increase the support load?
• Are there multiple changes happening at the same time, and are they compatible?
• Do the results from the test environment accurately predict what will happen in
production?
• Will the changed service be able to meet its service level targets?

Risk is calculated using Impact vs Probability

• Impact is the effect on the organization should a risk event occur.
• Probability is the likelihood the event could occur within a given timeframe.

There are two methods to calculate the risk of a change: Risk Conditions and
Risk Assessment.
• Risk Conditions use predefined properties and conditions to calculate a risk value
• Risk Assessments use the information provided by the end-user to assess a risk value
The two methods can be used individually or together. If the methods are used together, the
highest risk value from both methods is always selected.

Risk Assessment
If risk assessment questions are in use, the user should be automatically prompted to answer
these questions before they are able to submit the change into the lifecycle. There are
examples provided out-of-the-box, such as these commonly used questions:
• What is the complexity of change?
• Has this type of change been done successfully in the past?
• How many users will be impacted?
• How many resources or groups are involved in implementing the change?
• How long does the change take to implement?
• How long does the change take to back out?

Answers to the questions should be provided as multiple-choice options and avoid

subjectivity. For example, a question such as “What would be the scale of impact if the
change did not go as planned?” should not have choices like “Large, Moderate, Small”

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since these answers may be interpreted differently by different people. Instead, use specific,
quantifiable choices such as “Less than 50 users, 50 – 1000 users, 1000 – 5000 users, all users.”

Risk Calculation
Risk Conditions use predefined properties and conditions to calculate a risk value. These
properties can be derived from data on the change or from records associated to the
change such as Business Service criticality from the CI, maintenance windows defined for CIs,
or outage records associated to the CI. Below are some common risk calculations:
• Does this impact a critical business service?
• Is the change during a freeze period?
• Will the change require an outage?
• Change Success Score
Once all the mandatory information has been populated, the user needs to click the
Request Approval button to submit their change into the lifecycle.

Predicting Change Risk

Predictive Intelligence for Change Management delivers enhanced change risk calculation
using machine-learning algorithms to assess change risk.

Change Success Score

Change Success Score is a numerical expression that represents a group’s change success
history. It can be used to evaluate the likelihood of future success and help determine the
level of change rigor required. This score can be used as a Risk Condition to assist in
calculating risk.
• Calculates daily
• Customer can adjust multipliers
• Can be used to predict risk
• Valuable tool for approvers
• Compare individual team scores

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Normal Change Process

State: New

When a change is first created, it is in a state of New. This is effectively a draft of a change
and can be updated as many times as necessary to fully populate all the content. A
change in New is not considered live in the lifecycle and is not being viewed by anyone
other than the requester who is raising it.
When the requester is ready to submit the change, they will click the Request Approval
button.

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Any fields that are mandatory to move the change through the process will be highlighted at
this point and prevent the change from progressing until they are populated.
The recommended mandatory fields are:
• Requested by
• Risk - this is usually automatically determined rather than open for selection
• Description
• Assignment group
• Short description
• Justification
• Implementation plan
• Risk and impact analysis
• Backout plan
• Test plan
• Planned start date
• Planned end date
If change tasks are in use, these may replace the need for Implementation plan, risk, and
impact analysis, backout plan, and test plan fields. This information could be stored in one or
more tasks instead. Any tasks that are required during the lifecycle of the change should be
created in New state whether that is automatically or manually. This ensures that the full
picture of work can be seen from the start and allows appropriate resource planning if
multiple groups need to be involved since different tasks can be assigned to different groups.

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and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
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State: Assess

At Assess state the change receives the bulk of the approvals, and all technical approvals
should occur.
Although not demonstrated out-of-the-box, it is very common to require a Change Manager
to review the change before it is sent to any other team for approval. This is the first approval
that should be requested at Assess state. The Change Manager is conducting a quality
control check to confirm that the content is acceptable to proceed to other approvers
without wasting their time unnecessarily. They will be looking to see that all the information
needed to fully assess the change has been provided and that the requested change
window appears to be suitable.
If the Change Manager rejects the change, it will go back to New state and will need to
include a comment explaining why it was rejected.
If the Change Manager approves the change, the state remains at Assess and all technical
approval groups will be automatically requested to approve in parallel at this point. The
technical approvers are chosen based upon the CIs that have been included in the
Affected CIs related list. In addition, the Change Manager can review the list of
automatically added approval groups and manually add any additional CIs or CI groups at
this point by using the ‘New’ button on the Group Approvals related list. If additional groups
do need to be added manually, this will need to be done while there are still approvals
waiting to be actioned as the workflow will push the change through to the next state if there
are no approvals outstanding. The Change Manager should review the automatically
created list as soon as they have approved their own approval record and at this point add
any additional groups they feel are missing.

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Approvals should always be requested as groups rather than individual people to ensure
there is no single point of failure in the process. As soon as one individual from the group has
approved, this means the group has approved and approval records for other members of
the same group will no longer be required.
If any approval is rejected, the change will be set back to New state. The rejecter will have
to give a reason for rejection using the Comments field in the approval record.
If more information is required to make a decision, this should be handled outside of the tool
and the approval state set to More Information Required until a conversation has taken
place.
Once all approvals have been received, the change will automatically move to Authorize
state.

State: Authorize
Authorize state is primarily used to handle CAB approval. All high and moderate risk changes
will automatically require a CAB group to approve. In addition, Authorize state is where the
scheduled dates for a change are fully confirmed.
CAB meetings can be held using the CAB Workbench functionality. Changes that are
required to attend CAB will display a meeting record associated with the change in the CAB
Agenda Items related list. If the change is required to be discussed at multiple CABs each
meeting record will be shown.
During the CAB meeting, the CAB board members will review the overall landscape of
changes occurring during a particular period relevant to the frequency of that CAB, as well
as any Standard Change Templates added to the meeting. The CAB members will take a
decision on whether to approve the change and this can be actioned within the
Workbench. The change can be rescheduled at this time if required since it is being
reviewed in the context of other changes.
If the change is approved at CAB, it will automatically move to Scheduled state. If the
change is rejected at CAB, it will be returned to New state and a reason provided.
Low-risk changes are not required to be discussed at CAB. If a final check of the planned
dates against the overall schedule is required, this can be achieved by requesting a final
approval from Change Management otherwise these changes will simply skip the Authorize
state completely.
Once all approvals have been received, the change will automatically move to Scheduled
state

State: Scheduled
No activities take place at Scheduled state. The change is fully approved for
implementation and is only waiting for the Planned start date to be met. Once this occurs
the change can be moved to Implement state using the Implement button.

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State: Implement

The change is now in the process of being implemented. When the change moves to
Implement state the Actual start date field is automatically populated with the date/time.
The Work notes field or change tasks can be used to capture all activities taking place as
part of the implementation. Once the implementation is finished the Implementer can move
the change to Review state using the Review button.

State: Review
Post Implementation Review activities take place during Review state. When the change
moves to Review state the Actual end date field is automatically populated with the
date/time. The Implementer will populate the mandatory fields:
• Close code
o Successful
o Successful with issues
o Unsuccessful
• Close notes

The Actual dates can be overridden manually if they differ from the automatically populated
window.
If the Close code is not set to Successful, additional review fields or tasks can be included at
this point, particularly for Change Management, to conduct a more thorough review of why
the change did not go according to plan and lessons to learn for the future.
Once the review is complete the Close button is used to move the change to Closed state.

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State: Closed
No further activity can occur against the change. In situations where the change was
originally considered successful but subsequently discovered to be otherwise, it is
acceptable for a Change Manager to return the change to Review state to conduct a PIR
against it.

State: Canceled
A change can be canceled at any time. This means the change is no longer required and
will not go ahead. The Cancel Change menu option can be used to move the change to
Canceled. It is mandatory to enter a Work Note to explain the reason for cancelation. This is
captured in the Activity Log.

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Emergency Change Process

Emergency Changes
Emergency changes are those that cannot follow the normal lifecycle and lead times since
they are in response to a service that has already failed or one that is about to fail if no
action is taken.
The lifecycle of Emergency changes follows the same lifecycle and activities as a Normal
change with a few exceptions.

Approval
This is only required from an ECAB group who can make a decision about the content and
timing of the change on behalf of everyone that would normally approve. This single
approval occurs at the Authorize state which means that the Assess state is not used at all.

Retroactive Changes
If it is critical to apply a change immediately without any opportunity to raise it as a record
and seek approval, a retroactive change under the Emergency change process can be
done. Emergency changes allow Planned start and Planned end dates to be in the past.
These changes can be immediately moved through to the Review state since they have
already been implemented. It is recommended that these changes would undergo a
review by the Change Management team to ensure the process is not being used
incorrectly and to understand why it was necessary to implement the change without
approval first.

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Standard Change Process
Standard Change Template Lifecycle

The Standard Change process offers a method to reduce some of the administration around
changes and seeks to address the reputational challenge that change is bureaucratic and a
barrier to users performing their roles. This process allows certain changes to avoid a lengthy
approval process and CAB discussions completely meaning they can be implemented in a
much faster timescale.
Standard changes are those that are low risk, with repeatable implementation steps and a
proven history of success. The Change Management team require a means to track which

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changes are accepted as Standard changes and to give approval for this therefore these
changes are stored as Standard Change Templates.

Standard Change Templates

Users can propose a new standard change template through the Service Catalog or directly
from an existing change if that change has not been marked as unsuccessful. The template
will include all the repeatable information about that change. This is then routed to the
Change Management team to review. If Change Management agree the change does
qualify as a standard change, they will approve the proposal and it will be published into the
Standard Change Catalog as a template. From here, any user with the correct permissions
can raise a new change from the template. This will populate a new change record with the
data from the template. This pre-populated data will not be editable by the user to maintain
the integrity of the approved template. Variable data such as the planned dates can be
added, and the change submitted.
Standard change templates can also be modified or retired using this same approach.
It is recommended that the templates are monitored over time to check how frequently they
are used or whether any changes were unsuccessful. A periodic review can take place by
Change Management to decide whether the template ought to be retired or temporarily
withdrawn.
Predictive Intelligence for Change Management uses Predictive Intelligence clustering
capability to identify and suggest Standard Change templates to create a change.
Standard Change Templates can be approved through the normal approval process or
included within a CAB meeting and approved in the CAB Workbench.

Standard Change Lifecycle

Once submitted into the lifecycle, standard changes go directly to Scheduled state. No
approvals are requested since the approval has occurred on the template. Where a
scheduling approval is still required this should take place during the Authorize state.
Once the change is in scheduled state, it follows the same lifecycle as a Normal change

Overdue Changes
Any change which has passed the Planned end date and is not in New, Review, Closed or
Canceled, state is considered an Overdue Change.
These changes should be reviewed by the Change Management team to understand if they
have been implemented, in which case the record must be updated to reflect this, or if the
change did not go ahead. The Change Manager will need to take a decision on what to
do with the change in that scenario.

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Other Processes
Incident Management
Changes can be raised to resolve an existing incident. This can be done directly from the
incident in question to link the two records together. Once the change is implemented the
incident can be reviewed to confirm that it has been resolved.
Incidents may also be caused by a change and in this scenario a new incident can be
raised from the change which will also preserve the relationship between the two.

Problem Management
Problems will in most cases require a change to be raised to implement a permanent fix or at
the very least apply a workaround. A change can be raised from the problem record again
keeping the relationship between the two and once the change has been implemented the
problem can be reviewed to confirm it has been resolved.

Configuration Management
The configuration management system underpins all records and activities related to any CI.
It contains details of the infrastructure vital to services, CIs, and their relationships.
The CMDB is used within the Change Management process by relating Configuration Items
including Business Services to the change. This allows Dependency Views to be used which
display the relationship between the selected CI and other CIs related up and downstream
highlighting the potential impact of a change.
In addition, CIs related to the change using the Affected CIs related list are used to
automatically determine which groups should approve the change.
Dynamic CI groups can also be used within Change Management to associate all the Cis
within a CI group. Cis that do not apply can be removed directly from the Affected CI list. If
a CI group is removed from the Change, all associated Cis will also be removed.

User Experience
Mobile platforms and Virtual technology can have a positive impact on how end users
interact with the end-to-end process and ultimately how the entire user experience is
perceived. Consider which touch point in the process can leverage the mobile platform to
minimize delays in the process. Tasks such as chat can all be performed on mobile devices.
Consider also how Virtual agent can be deployed to assist users in common actions and
tracking progress.

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Process Governance
Measurement
Key Performance Indicators (KPIs) evaluate the success of a particular activity toward
meeting the critical success factors. Successfully managing KPIs can be either through
repeatedly meeting an objective (maintain) or by making progress toward an objective
(increase/decrease). The Benchmarks feature gives instant visibility into key performance
indicators (KPIs) and trends, as well as comparative insight relative to industry averages of
your peers. You can contrast the performance of your organization with recognized industry
standards and view a side-by-side comparison of performance with global benchmarks.
In Change Management the primary concern is the success of the process itself in terms of
the efficiency with which changes can be processed while maintaining a high level of due
diligence to reduce risk to services.

Dashboards and Reporting

Process KPIs
• Provide information on the effectiveness of the process and the impact of continuous
improvement efforts
• Are best represented as trend lines and tracked over time
• Monitored by the Process Owner

Item Purpose

Percentage of standard changes Measure of process efficiency. The higher total of

standard changes the more efficiencies gained

Average time from submission to Measure of process efficiency. The shorter the time
Scheduled state the faster changes are moving through the process

Percentage of unsuccessful changes Measure of the effectiveness of the Change

Management process

Percentage of changes that caused Measure of the negative impact to IT service quality
incidents

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ServiceNow, the ServiceNow logo, Now, and other ServiceNow marks are trademarks and/or registered trademarks of ServiceNow, Inc., in the United States
and/or other countries. Other company names, product names, and logos may be trademarks of the respective companies with which they are
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