5.4 Technical Change Management

5.4.1 Internal factors that trigger change

Internal and Unforeseen Factors
Internal factors that trigger change include:
  • Organisational restructuring
  • Business expansion or downsizing
  • New strategic objectives such as diversification or rebranding
  • Introduction of additional features or services
Unforeseen or previously unpreventable factors include:
  • Crises such as natural disasters or cyber‑attacks
  • System failures or data corruption
Example: A cyber‑attack forces an organisation to replace its IT infrastructure.

5.4.2 External factors that trigger change

External Change Drivers
External factors that may trigger organisational change include:
  • Political: changes in government or government priorities
  • Economic: recession, inflation, interest rates, or new competitors
  • Social: demographic changes, remote working, or cultural expectations
  • Technological: new technologies, obsolete systems, or zero‑day vulnerabilities
  • Legal: new or updated legislation
  • Environmental: sustainability requirements, pandemics, or natural disasters
Example: New data protection laws require changes to how customer data is stored.

5.4.3 Organisational responses to change

Responding to Change
Organisations may respond to change by:
  • Introducing new or amended policies
  • Changing business processes, such as staffing levels or opening hours
  • Developing new products or updating existing services
  • Implementing new or improved digital systems
  • Improving training programmes
  • Restructuring management and responsibilities
Example: A company introduces a new customer portal and retrains staff to support it.

5.4.4 Change management processes

Managing the Change Process
The change management process includes:
  • Identifying the type of change (new system or system update)
  • Using SMARTER objectives to define goals
  • Assessing positive and negative impacts
  • Allocating resources such as budget, time, staffing and technology
  • Communicating risks and impacts to stakeholders
  • Configuring systems while maintaining service
  • Testing new systems thoroughly before deployment
Change Advisory Board (CAB)
A Change Advisory Board (CAB) is responsible for:
  • Reviewing and prioritising change requests
  • Approving stages of change
  • Monitoring implementation and outcomes
  • Providing feedback and recommendations
Implementing Change
Common methods of implementing change include:
  • Parallel implementation
  • Phased implementation
  • Direct implementation
  • Pilot implementation
Documentation, Rollback and Monitoring
Effective change management requires:
  • Clear documentation and version control
  • Defined rollback plans and backups
  • Identification of training needs
  • Post‑implementation reviews and progress monitoring

5.4.5 Feasibility of a digital project

Determining Project Feasibility
The feasibility of a digital project depends on:
  • Benefits: financial savings, productivity gains, improved security
  • Risks: resistance to change, misuse, inadequate support
  • Constraints: budget, time, staffing and technology availability
Example: A planned system upgrade is delayed due to budget and staffing constraints.