The discipline of change management has been practiced for decades by large and mature organizations, well before the first ITIL books were printed. Highly functioning IT organizations typically have a culture of change management and strong change processes regardless of their commitment to the ITIL framework.
Change is one process domain where ITIL has added very little content, however, by codifying the change process it has done much to “spread the word”. Adding terms like “FSC” (forward schedule of changes) and “CAB” (change advisory board) provide a common language for the profession and ITIL’s published documentation provides an industry benchmark. Organizations frequently hire consultants to assess their change management process against the ITIL framework.
ITIL rightly defines change management as the “process is to ensure that standardized methods and procedures are used for efficient and prompt handling of all Changes, in order to minimize the impact of Change-related Incidents upon service quality, and consequently to improve the day-to-day operations of the organization”. It portrays change management as the lynchpin to many of its other operational processes.