Document code:  Security level:  Effective date:  ICT Governance  PRO-0027.06  Internal  15/01/2019  governs the project work. For Project Board organisation and responsibilities please see  the later sections in the document.  The Change Management process applies to all ECHA IT changes, includingsoftware  maintenance work, where it mainly aims to verify the maturity of the proposed changes  and to approve their implementation. This takes place in the software P roduct’s Change  Advisory Board  (CAB) .  Maintenance releases  implement and deliver the approved  changes. The Product’s CAB is a lightweight form of governance relying on the  collaboration of Product Management in the Business and IT Service Management; both  roles are represented in the CAB.  All the roles and governance bodies above have access to the IT Horizontal Functions.  Some interactions have been formalised and are mandatory, e.g . the Vision and PID  assessments .  3.2.3.6.1. Implementing Changes to ECHA’s IT infrastructure / workplace services IT work usually results in changes to ECHA’s IT infrastructure and / or workplace services.  These include changes to computing capacity (servers, storage), networks capacity,  workplace IT services etc. Such changes go through a single IT Infrastucture change management pipeline, as they  require special care for impacts and side effects. The goal is to avoid any unintended side  effects and to avoid any availability problems due to suboptimal timing of maintenance  breaks. Proper scheduling of maintenance break timing has to take into account the  Service availability requirements from ECHA’s internal users and from external users, for  example, special events and busy peak periods. In addition, the availability of the critical  resources (also contracted / outsourced resources) that are required for performing the  changes have to be taken into account. In this single change management pipeline, the  Release Management  (RM) maintains  the consolidated release planning of Programmes and the IT Change Advisory Board (iCAB) performs the final check on the overall readiness (maturity of preparation) of the  proposed changes and gives the final timing for implementing the changes. iCAB has  typically 1  – 2 week time horizon within which it approves and actively arranges and  schedules ECHA IT change work, and in addition it keeps a longer outlook of announced  upcoming work. Of the ECHA IT changes going through this change management pipeline,  typically only 5% to 10% are related to releasing new Product functionality.  The iCAB can be called up ad hoc, in case there is a need for an emergency ECHA IT  change that has to be deployed outside the normal cycle.  The  Application Delivery and Service Manager  (ADSM) Programme leads the RM meeting  and the iCAB. Service Desks  support the users; some of the work can be outsourced but ECHA Service  Manager is always in charge of ensuring properly functioning Service Desk .  Feedback  from users / customers on the IT services is regularly gathered at Programme  level and annually at Directorate level (via a global users satisfaction survey) under the  coordination of the IT Process Improvement function; both feedback sources are  important  inputs for the service improvement planning . TEM-0129.01  Uncontrolled copy once printed. Ensure that the right version is in use.  Page  16  of  92