A change-advisory board (CAB) delivers support to a change-management team by approving requested changes, assisting in the assessment and prioritisation of changes. A CAB is an integral part of a defined change-management process designed to balance the need for change with the need to minimise inherent risks.
The CAB members should selectively be chosen to ensure that the requested changes are thoroughly checked and assessed from both a technical and business perspective. The considered change will dictate the required personnel to convene in a CAB meeting.
A CAB offers multiple perspectives necessary to ensure proper decision-making. For example, a decision made solely by IT may fail to recognise the concerns of accounting. The CAB is tasked with reviewing and prioritising requested changes, monitoring the change process and providing managerial feedback.
How do you manage a CAB effectively?
Here are four good tips to running a CAB:
1. Get the agenda out early and encourage discussions before the CAB.
Don’t wait until the last minute to publish the upcoming CAB schedule. One of the frustrating things about attending CABs is that attendees often don’t really know much about the changes until they get to the meeting. Publish the list early so attendees have a chance to get up to speed on the proposed changes. This way, they can get with change requestors and sponsors before the meeting to get a clear understanding of what is proposed. If you don’t, then your CAB will be overtaken with efforts to solve any personal issues people have with proposed changes.
2. DECISION MAKERS attend the CAB.
The CAB members should be selected based on their knowledge and meaningful input to the meeting. What happens when CAB invitees can’t make it and send their designated hitters? Simple: ensure that then people attending have the authority to speak on the behalf of the person they are sitting in for. There’s nothing more frustrating than discussing a change and a key role says “I don’t think I can speak on that, I’ll have to get approval from my boss.” If they can’t speak on behalf of their boss, then they don’t need to be there. You can either clarify this need with the attendees before the meeting, or reschedule the discussion to a later CAB when the key personnel can attend.
3. Know your decision thresholds.
Do not attempt to approve a change that is bigger than you. Follow your organisation’s governance guidelines and determine the rules to decision making. This means that you should know exactly what thresholds (pound amount, risk level, impact, urgency, etc.) you are capable of approving.
4. Careful not to get into “rubber stamping.”
Many CABs get overwhelmed with complex and numerous changes. The pressures of getting through these changes during a meeting are enormous. This often results in sloppy approvals that may not receive proper assessment – and can cause incidents once deployed. Ensure that every change request receives the proper attention by scheduling enough time to discuss them. Also, be careful not to blindly approve a request simply based on who is requesting it. I remember a situation where a CAB approved a change simply based on who was requesting it. This “rubber stamp” approval resulted in a poorly managed deployment that caused several hours of downtime. The lesson learned here is that it doesn’t matter who is asking, every change must have the proper amount of analysis and scrutiny.
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