I am the QA Manager of a rather large media corporation. Today I was aksed by the VP of IT what I thought of moving the Change Manager position from IS to QA. My first reaction is let's do it today! Even though I think this would be a benefit to QA and the Corp, I am curious as to the experiences of others with this structure. Specifically, would this be a conflict of interest?
It would seem that it would depend on the objectivity of the individual appointed to the position. In actuality, isn't the Change Manager there to do what is best for the company? If so that it really shouldn't matter who he/she reports to.
We have a Change Control Board with representatives from both sides as well as management so this eliminates the possibility of interest conflicts.
Success is the ability to go from one failure to another with no loss of enthusiasm.
~ Winston Churchill ~
I agree with Rich - the objectivity of the Change manager or how the Change Management is done is important. We have a Change Management group within AD but the processes set-up and followed provide for the objectivity and controls that we require in moving object.
I have not failed. I've just found 10,000 ways that won't work" --Thomas Edison
Some of the most effective change managers I have worked with, and this might be part of the objectivity they had, did not report into QA or IS but directly to the business.
They had the IT skills to work closely with IT and the business awareness and understanding to assist through a change board (both in agile contexts and in traditional BDUF projects) to make the most appropriate decision for the business.
There need not be a conflict of interest for them working for QA if Quality in a wider business sense is part of that remit.
In the largest organisation I had been in we actually had change managers in all of IS, QA and the business and it was these with the project sponsors who made up the change boards with additional input from QA/IT/IS/ the business where it was required.
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In my experience, the Change Manager does NOT approve change controls, a change management review panel recomend and the stakeholder(s)/business owner(s) approve.
The change manager may define the process, they definitley manage and police it.
As such, their impartiality should not be a problem. The real problems are:
1. ensuring the correct members of the change control review panel - and this may vary from request to request!
2. Ensuring the change requests contain sufficient details.
All too often, the members are at too high a level to understand the details, and impact analysis is either missing or inadequate within each change request.
So, to answer your question, I have no problem with whatever section/division the Change Manager sits providing they are not the decission maker.
If they are the decission maker, this is a problem no matter what division they sit in.