Proposing an Optimized Change Management Process by Analyzing ITSM Frameworks Negar Madani, Ali Suzangar, Mohamad Kajbaf, Shirin Nasher and Mehrdad Kalantarian Infoamn, Tehran, Iran n.madani@infoamn.com a.suzangar@infoamn.com m.kajbaf@infoamn.com sh.nasher@infoamn.com m.kalantarian@infoamn.com Abstract: This paper proposes an optimized change management process for simplified organizational transition by evaluating and analyzing widely accepted ITSM frameworks such as ITIL, MOF v3, MOF v4 & FITS from different aspects including but not limited to the benefits and deficiencies of work flow, roles and responsibilities, key performance indicators & ARCI matrix. IT service management (ITSM) as a sub-discipline of IT management plays an important role in achieving the organizations goals and objectives. Many frameworks have focused on ITSM, and as a best practice Information Technology Infrastructure Library (ITIL) is the most widely accepted approach to ITSM and it is owned by United Kingdoms’ Office of Government Commerce (OGC). ITIL v3 is presented in five main categories and each category contains its related processes. Based on ITIL, Microsoft Corporation developed a framework for IT service management named Microsoft Operational Framework (MOF). Although MOF 3.0 is mostly in accordance with ITIL framework, MOF 4.0 is presented by three main areas and a management section that covers the activities in each area. MOF 4.0 focus is on insuring the alignment of business and IT throughout the organizations activities. One of the most important aspects in ITSM frameworks is the manner in which changes are managed in an organization. This article includes evaluating and analyzing the change management process in the above mentioned frameworks from different aspects. As identifying the role of individuals and groups is the most critical aspect of any process, the first step is to assign roles and responsibilities. This is done by using an ARCI matrix which presents the individuals and groups responsible, accountable, consulted and informed. In order to identify the deficiencies of the ARCI matrix for each framework, the matrixes are analyzed and compared and a new ARCI matrix is introduced. The next step is to define the sequence in which the actions are taken, mentioned as a work flow. The work flow of each framework is analyzed and the importance and disadvantages of each action is discussed from a practical point of view. After defining the change process, each framework applies key performance indicators for assessing its performance. These indicators are listed and compared and the most effective and efficient indicators are determined. This evaluation and the lessons learned, resulted in an optimized change management process flow with a particular ARCI matrix and revised key performance indicators which covers the identified gaps and deficiencies and can be used to benefit organizations in adopting changes and making successful transitions. Keywords: IT management, ITIL, change management, ITSM framework 1. Methodology This article focuses on the comparison of change management processes in ITIL, MOF 3, MOF 4 and FITS. At first change management is introduced briefly, and the reasons for its importance and its goals and objectives have been presented in the second section. The Third section includes a table in which change management processes of ITIL, MOF3, MOF4 and FITS are presented. The processes are compared based on the main activities required for a change management process, and then the benefits, advantages and disadvantages of each process are discussed. The disadvantages of the change management processes are solved and an optimized change management process is presented in section 4, this optimized process has the advantages of all of the discussed change management processes. One of the important categories in section 4 is defining responsibility types for the optimized change management process known as RACI matrix, and assigning it to specific roles. Due to the fact that there has not been a RACI matrix in the studied processes, it is not gained by reviewing the change 291