Cab Request

CAB is the best-known ITIL components. CAB, officially known as the Challenge Advisory Board, is a group of individuals charged with assessing changes in the IT world. Challenge Manager makes sure that the right individuals with the right information, skills, and backgrounds are available to validate each challenge efficiently.

CAB' and 'Change Management' are not the same. The CAB focuses solely on checking requests for risks and accidental effects and providing advice to managers on their insights and advice. It is the more comprehensive ability to manage the whole lifecycle of collecting, verifying, assessing, approving, tracing and monitoring all changes.

What does a ITIL CAB look like? Change Manager organises and chairs CAB-Metings. Let us just get this out of the way - Change advisory board is often understood as the change approval/authorization board. It is consultative because its role is to check suggested changes and inform the Change Manager of the results of its work.

It is the person who finally approved (or rejected) changes. Assess risk changes and mitigate them. Assess whether the suggested modification will produce the desired results without affecting the organization. Can request a more detailed, procedural variant assessment for a particular variant. The CAB uses the results of the chance evaluation to evaluate the chance.

In general, all changes to the manufacturing enviroment are sent to CAB for verification. When there is delegation of change authority (which I strongly suggest ~ See Five Lectures from the Implementation of ITIL Change Management), minor changes can be checked by the delegation. When every small optimization step needs to come to the CAB for full verification and authorization, employees are likely to find ways to bypass it.

It is a controlling procedure - it should monitor changes in the surrounding area. In the end, the Change Manager herself is responsible for the approval or rejection of changes. As a rule, the Change Manager will comply with the recommendations of the CAB, but may accept changes (for many reasons) against which the CAB has issued recommendations. Clear ownership and responsibility is crucial for a CAB.

Whereas change management can be more complicated, CAB is quite exactly CAB - as I have described here. The best thing to do is to keep it easy and focus on quickly making the changes companies want, while at the same time minimising risk and unintentional outcomes.