A programme manager assumes that change enablement is the practice responsible for preparing staff for a new way of working, including communications, training and dealing with resistance. Why is this assumption wrong?
ITIL 4 Foundation, objective 7. Seven ITIL practices in detail medium
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The options
Not correct There is no distinction; ITIL treats the two as a single practice under change enablement
ITIL names them as separate practices with different purposes. Conflating them is precisely the error in the manager's assumption.
Not correct Change enablement applies only to emergency changes, so planned adoption work falls outside it
Change enablement covers standard, normal and emergency changes alike. The scope is not restricted by urgency.
Not correct Change enablement applies only to work performed by suppliers, so anything done in house is out of scope
No such restriction exists. Scope is determined by whether something could have a direct or indirect effect on services, not by who carries the work out.
Correct Change enablement covers changes to products and services and the components that support them; preparing people to adopt a new way of working belongs to organizational change management
Correct. ITIL draws this line explicitly. Change enablement authorises and schedules changes to what the organization runs; organizational change management deals with the human side of adoption.
Why
The two practices are often confused because both are called 'change'. Change enablement asks whether an alteration to a product, service or supporting component may proceed, and on what schedule. Organizational change management asks whether the people affected will actually adopt it. A well-authorised change that nobody adopts still fails.
Where this comes from
- Cited
- ITIL 4 syllabus clause 7
Practise this
Reading one question is not practice. The trainer will draw a short set from objective 7 and space the ones you get wrong.
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