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What is the 7 R’S of change management

Change management has emerged as one of the most critical success factors in the modern organisational paradigm. The seven R’s of change management are the most important factors to consider throughout the change management process. These points are brought up in the conversation whenever someone wants to request a change in the organisation.

These points are significant because they aid in normalising the change management process for those involved with the project or organization who are sceptical and want everything to stay the same.

This 7 R’s of Change Management Checklist is made up of seven simple questions. These are the questions:

What is the reason for the change?

Are there risks in the requested change?

What resources are required to bring about the change?

Who requested the change?

Is a return from the change required?

Who is in charge of developing(responsible), testing, and implementing the change?

Relationship between the suggested and other changes?

Details for below questions

What is the reason for the change?

What was the significance of the change requested by upper management or project managers in relation to the project? What was the motivation for this change request? There can be many reasons for a change request related to the company’s processes or the project development process, but the most common reasons are as follows:

  • Increased capacity of a project element or another element associated with the company
  • Increased availability is another plausible reason for a change request.
  • One of the reasons for submitting a change request is to reduce a security risk.

Whatever the reason for the change request, the entity requesting the change must present a credible evidence trail or a persuasive argument to support their request.




Are there risks in the requested change?

What are the risks associated with the proposed changes in the change management process?

You must recognise that there is risk associated with virtually every aspect of the project development process and every entity associated with the organisation.The risks can be severe, such as the company going out of business, or minor, such as losing a chunk of data during a system upgrade.

The question is how much risk you are willing to accept to ensure that the changes can be implemented with that risk present and that there is no fatal damage to the entire system.


What resources are required to bring about the change?

What resources are needed to implement the change that the company is proposing or that the project manager is advocating for?

Whenever we discuss the project development process, we discuss the budget and resource pool available to ensure the project’s success.If the company lacks the funds to support the project development process, or if they lack the required or recommended personnel to complete the job, the project will never be completed on time, or even after the deadline. That is why, even if you are rooting or proposing a change request, you must ensure that you have sufficient resources to complete the change management process; otherwise, you are simply shouting into the wind.

Who requested the change?

One thing you should do right away in the change management process is get to know the person who brought the change request to the board’s attention in the first place.You must do this because, in the future, it will be difficult to identify the person who initiated the request due to the general chaos.

This person is extremely valuable to you because they have the evidence to support the change request process, which they must submit to the board as soon as possible so that the change request can be accepted and work can begin.

Is a return from the change required?

What will be the outcome of the change you are attempting to implement in the overall scenario? Assume you’re working on a software development process and want to add a new feature to the software. You must ensure that the return on investment from introducing that feature into the project is sufficient to justify making the change in the first place; otherwise, there is no point in submitting a change request. This is why you must create a pros and cons list for each change you are attempting to implement so that you can assess the benefits of each change.


Who is in charge of developing(responsible), testing, and implementing the change?

One thing you must ensure is that the right person is in charge of the creation, testing, and implementation of the change you are attempting to propose. This is where upper-level management or project management comes in, because they have the authority and mindset to appoint a suitable candidate for the job, ensuring that the change management process runs smoothly and without hiccups.


Relationship between the suggested and other changes

You must determine the relationship between the proposed change and all of the other changes that are swirling around your change management process.This process is carried out because, most of the time, we see in the organisational paradigm, that changes, like tasks and processes, are interdependent. One cannot occur without the other first.This is why it is your responsibility to determine the relationship between all of the various tasks so that you can complete all of the dependencies and have your change implemented.


Obtaining answers to these questions before implementing any change provides numerous advantages. These questions, in addition to calculating the risk associated with the change, are a great way to determine the effectiveness of your change-management process. The implementation of a change-management system is critical due to the business’s reliance on IT services and new requirements. ITIL Foundation training from CP provided you with the most up-to-date tools and techniques for improving IT performance.

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