In my last blog I laid out the proposition that Configuration Management and a CMDB is all about Change and that CMDB and Change are ‘partners’ in executing the work of IT efficiently and accurately. Seems pretty clear, right? Then it should be easy to justify and implement a CMDB based on large numbers of Changes, right again?

Not necessarily. Justifying, developing and implementing a CMDB is not an isolated activity, a technology implementation or a database development effort. A CMDB is a means to an end, not an end in itself, and the end(s) are increased ITIL best practice Change Management and control and increased Configuration and Release Management control.

So the business value of a CMDB has to be built on results achieved in other ITIL practice areas, including an improved Change and Configuration Management process, better Change control and overall better service level management. These objectives have to quantified to prove metrics that could include:

• Business process re-engineering
• Change Management lifecycle improvements
• Change Management approval board activities
• Change and Configuration Management executions
• Metrics to support and make the case for improved Change and Configuration Management and the CMDB

Ultimately the CMDB should be profiled as a crucial tool to the improvement of overall ITIL best practice Service Level Management and an important underpinning to an accurate and effective Asset Management system.

A good CMDB is good for Change, Configuration and Release management and ultimately good for the entire ITIL Service Level Management process.

Do you agree?

Until next time,

Don

Also, don’t forget to register for Evergreen’s change management webinar and learn how to Take Change Management from Firefighting to Fire Prevention

Are you trying to build a business case for a CMDB? Download Evergreen’s newest white paper on the subject: “The Business Case for Change and Configuration Management and the CMDB”.

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