Be able to recall the purpose, objectives, and scope of service transition. The purpose is to ensure that new, modified, or retired services meet the expectations of the business as agreed on in strategy and design. The objectives are to plan and successfully manage releases into production, ensuring good knowledge transfer and expectation setting for the delivery of the new or modified service. The scope covers the planning, build, testing, evaluation, implementation, and deployment of new or modified services into the live environment or the retirement of services.

Be able to identify the value service transition provides to the business. This lifecycle stage provides value by delivering changes that are planned, built, tested, evaluated, implemented, and deployed according to expectation and specification, enabling controlled management of new or changed services into operation.

Understand the purpose, objectives, and scope of the change management process. The purpose of this process is to provide controlled change. The objectives are to manage changes in a controlled manner, managing risk and meeting the needs of the business, now and in the future. The scope of the process covers IT changes, not business or organizational changes, and is not used for minor IT operational changes.

Be able to identify a change model. The change model is used to assist with management of the process, by providing a set of predefined steps for commonly identified situations.

Be able to identify a standard change. A standard change follows a recognized change model, responds to a predefined trigger, has a predefined approach, has clearly understood or low risk, and is effectively preauthorized by the change authority.

Understand the process for an emergency change. An emergency change follows an adjusted process flow from the normal process; assessment and authorization may include the ECAB, testing may be reduced, and the documentation may be completed retrospectively.

Be able to recall the steps and activities of the normal change process flow. You will need to be familiar with the steps and activities of the normal process as previously detailed on the normal change process flow.

Understand the types of documentation for the change process and their uses. All changes should be documented in an RFC, and this should be logged in a change record, which is captured as part of the CMS. A change proposal is needed only if the change has a major impact on the business in terms of risk, cost, or resources.

Be able to identify the elements that are used for assessment of changes. The assessment of a change should include the benefits, costs, risks, resources, and relationships for the change.

Be able to recall the output documentation from the process. The change schedule (CS) and projected service outage (PSO) documents are outputs of the change process and are used to communicate change timescales and impact with stakeholders.

Understand the purpose of the remediation plan. The remediation plan allows mitigation against potential failure and return to normal if a change fails.

Understand how changes are authorized and by whom. Changes are authorized for action by the change authority, dependent on the size, risk, cost, and business impact of the change.

Understand the responsibilities of change management in respect of release and deployment of changes and how change management interfaces with other processes. Change management is responsible for the coordination of the deployment of the change and will work with release and deployment management. Change management interfaces with many other service management and business processes across the service lifecycle.

Be able to identify how a change is closed. Once a change has been deployed, it should be reviewed, and the change record can be closed, once it has met the acceptance criteria for success.

Understand the responsibilities of the change advisory board. The change advisory board (CAB) is responsible for assessing changes and making recommendation for authorization.