ICT change manager
Description
The ICT change manager is responsible for ensuring that changes to information systems and related infrastructure are done in such a way as to meet the needs of the business and have a minimal risk to the business and the information. The ICT change manager will also be involved in the assessment of risks the change is causing assist in the formulation of mitigation strategies to the risks. An ICT change manager does not work in isolation; they work closely with other ICT staff and key stakeholders from the business. An ICT change manager also works closely with a group of key stakeholders called the change advisory board (CAB). The CAB supports the ICT change manager to review and assess any requests for change that may be proposed by users or that may come from external causes such as legislative changes. The requests for change may be related to any configuration item contained in the Configuration Management Database (CMDB).
When reviewing a change request, the board typically considers the following factors: risk, strategic direction and cost implications. Once the decision to accept a change has been made, then, the change request is reviewed for prioritisation as to when it should be carried out.
The ICT change manager needs to ensure that staff who actually make the changes are aware of and compliant with the change management processes and procedures.
The definition of change management ITIL is the process is responsible for controlling the lifecycle of all changes. The primary objective of change management is to enable beneficial changes to be made, with minimum disruption to IT services.
An ICT change manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA) and the Leadership competencies for Queensland.
SFIA profile
Within the SFIA profile, the ICT change manager has level 5 capabilities, i.e. ensures and advises on the skills outlined below.
Refer to the framework for descriptions of the seven levels of responsibility and accountability.
| SFIA skill code | SFIA skill level of responsibility | SFIA skills level descriptor |
|---|---|---|---|
Organisational change management | CIPM | 5 | Develops the change management approach and a change management plan in collaboration with sponsors, users and project teams. Creates and implements action plans to ensure readiness for change before going live. Acquires change management resources and develops their capabilities to deliver the required changes. Gathers feedback to allow timely improvements to the change management plan and approach. Assesses risks and takes preventative action. Develops and communicates tailored change management plans for senior stakeholder groups. Provides guidance to support change sponsors. |
Change control | CHMG | 5 | Leads the assessment, analysis, development, documentation and implementation of changes. Develops implementation plans for complex requests for change. Reviews proposed implementations and evaluates the risks to the integrity of the product and service environment. Ensures appropriate change approval is applied to changes. Reviews the effectiveness of change implementation. Identifies, evaluates and manages the adoption of appropriate tools, techniques and processes for change control. |
SFIA skillLeadership skills
Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.
Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:
- Individual contributor (Leads self and does not supervise others)
- Team leader (leads a team and typically reports to a program leader)
- Program leader (leads team leaders and/or multiple areas of work)
- Executive (leads program leaders or other executives)
- Chief executive (leads the organisation).
When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
Entry points
A bachelor level degree in areas such as information technology or business is highly regarded.
Learning and development
There are a number of ways to develop and improve change management skills. Formal training of change management with the Information Technology Infrastructure Library (ITIL) and on the job experience are important ways to improve and develop the required skills.