Review: Cherwell for Change, Configuration and Release

logo_cherwell-softwareCherwell Service Management

This independent review is part of our Change, Configuration and Release Review.

Executive Summary

Elevator Pitch Cherwell Service Management® is a functionality-rich and user friendly tool.

The flexibility of Cherwell Service Management allows customers to automate existing change and configuration processes without the need to compromise the status quo to fit around the tool.

With Cherwell Choice™ concurrent licensing and flexible hosting model, you can choose what works best for your business — Pay-as-you-go or perpetual license, Hosted on-premise, by Cherwell or by a third party.

  • Offers multiple ways to achieve the same outcome (e.g. creating a change request) meaning that users can work whichever way best suits them and their requirements
  • Mature change calendar with drag and drop functionality and ability to create changes direct from the calendar view
  • Robust collision detection
  • Requires experience and an increased investment in time to implement release management if your existing process is complex
Primary Market Focus Based on the information provided, Cherwell Service Management is primarily a mid-market solution with the ability to be scaled-up to enterprise class organisations

Commercial Summary

Vendor Cherwell Software
Product Cherwell Service Management
Version reviewed 4.6
Date of version Release November 2013
Year Founded 2004
Customers 600+ ITSM customers worldwide
Pricing Structure Fully inclusive concurrent user usage for both perpetual and SaaS licensing models
Competitive Differentiators
  • Fully integrated management processes that are 100% configurable against an organisation’s current and future service request models, without the need to write a single line of code via programming or scripting services
  • Integrated Platform as a Service (PaaS) technology to empower users to easily develop and deliver integrated business services offerings
  • Quick, easy, and seamless system upgrades, as well as low cost of ownership for on-going system management overheads

Independent Review

Cherwell Service Management® (hereafter referred to as “CSM”) is a tool that is a relatively straightforward to use. This is not because there is only one way to achieve a particular outcome but rather that there are many ways to achieve the same goal – with the ability to choose the one that better suits your style of working, rather than having to tailor around the tool.

Cherwell admits that previously it has tried to be “everything to everyone” but that it is now working to better provide for its target audience.  With Change, Configuration and Release Management generally being somewhat “hit and miss” amongst vendors, CSM is a well-rounded tool that manages to be both straightforward and robust enough for all but the most complicated of change and release processes.

In ITSM Review’s opinion, CSM would be suitable for all types and sizes of organisations, except for those that already have a heavy and complex release management process in place.  Whilst we believe that it is possible to successfully configure CSM to meet more complex release needs (such as these), given the time, energy and expertise required to do so, it is likely that that an alternative tool would be a better fit for your organization.

For the vast majority of organisations, we believe that CSM has all the functionality required to compliment your change, release and configuration processes to operate an efficient and successful management service.

In our opinion, CSM looks marginally older fashioned than its rivals in this group test, but what it lacks in style, it makes up for in operation.  Easy to navigate, with all the functionality that anyone other than the most demanding release connoisseur could ever need, we see this tool as being a welcome addition to many IT organisations.


Release and changes are both created from within the change area of the tool.  Although CSM change management has solid out-of-the box functionality, which is easy to implement and is suitable for any organisation, release management almost always needs configuration by the customer.

This having been said, CSM states that it prides itself on being highly configurable without requiring scripting know-how, and we can see how with a little time and perseverance even someone brand new to the tool, like ITSM Review for example, could create a perfectly adequate, although basic, release management process with CSM.  However, if your existing release management mechanism is complex and entrenched then implementation will require a little more time and experience to ensure success.


Changes are broken down into three types;

  • Emergency
  • Standard (repeatable)
  • Normal

Each change type has it’s own thread to follow and contains templates that can be configured and set for pre-approval.

Normal changes follow a step-by-step form designed to ensure that no area is missed with the added bonus of an expanded view that shows all steps in one go.  This feature would be especially useful to newcomers or occasional change coordinators who are unsure of all the information required for a change to be submitted.  The expanded feature is only available in Read Only to ensure that all steps are completed.

When creating a change, the Risk Impact is dynamically updated by the ticking and un-ticking of certain pre-defined (and customisable) check boxes.  The priority is then easy to identify from a table that shows the impact vs. urgency.

Where more than one undertaking is required during a change, tasks can be created to divide work and responsibility.  Tasks can be set to run concurrently or once the previous task is completed depending upon configuration, which is again customisable. For more complex changes, the ITPT (IT Project Tracking) can be used.  Resources for Tasks (as with Approvers) can either be individuals, teams or expression-based. Expression-based refers to individuals who, for example, are responsible for a specific Configuration Item (CI) (this would change based on which CI was being changed).

Time limits can be set on tasks with the ability for notifications to be sent via e-mail, Dashboards, RSS Feeds or mobile devices.

Changes can be bundled into a release for deployment together.  Although these bundled changes may not aggregate a release in the strictest sense, this option is a good one as for the vast majority of organisations, there is no real need for a separate area for this functionality.


For discovery and inventory within CSM, you can either use the internal tool or integrate with a third-party application such as SCCM, Altiris, Express Metrics etc. Via OLEDB/ODBC drivers, SQL views, web services or the API.

Whenever a CI is introduced into the CMDB, a snapshot is taken of the CI, and from that point, any changes made to it are noted in the Baseline Changes Tab.

CI forms, like the rest of the tool, are highly configurable with the ability to set fields as mandatory, read-only etc., as you would expect.  CIs are easily filterable and easy to locate from within other areas of the system.

CSM has a mature impact analysis tool, which shows a graphical representation of CIs, Services AND Users with the ability to click-through on each type to see historical changes, problems and incidents. Many IT organisations only have a vague idea of what could adversely be affected by changes – if you are one of these organisations we feel that a demonstration of CSM will likely give you hope that it is possible to create a change in complete confidence that everything will not fall down around your ears!


In our opinion, the change calendar is one of the most advanced calendars within this Change, Configuration and Release Management review.

There are unlimited maintenance and blackout windows that can be set, and the Collision Detection tool is able to intelligently suggest adjustments to proposed changes, such as escalation to Emergency change if it detects that the date is not within the maintenance window, or date change if the change falls during a blackout window.

The change calendar view is customisable by person, group or role (by admin) and contains a number of filters and sorting capabilities for even the most saturated of change environments.  If however you decide to use a calendar function external to Cherwell Service Management, (although we have no idea why you would want to) items in the calendar can be exported in iCal or vCal format and can be automated using one-step automation actions.

Functionality that ITSM Review especially likes is the ability to create a change from within the calendar and also “drag and drop” changes to another date.

What never ceases to amaze us is the amount of change processes that make life so complicated for change manager’s/coordinator’s etc., which means that they spend more time requesting changes than actually doing them.  Although Cherwell can do nothing about your specific process implemented within your organization, it has at least made it such that CSM is no longer a further hindrance.

One size does not fit all with ITSM tools, and being able to do the same things several ways suggests to me that Cherwell is more about fitting the tool around the people and process than vice versa.


As mentioned with Tasks, Approvers can either be individuals, teams or expression-based, and time limits can be set with approvals being able to be sent via e-mail or by logging into the tool (including on mobile devices).

The approval matrix can be set to a straight Yes/No response or a percentage response option giving approvers the ability to accept, decline or abstain the request.

Depending on your personal set up, approvals can go to backup approvers or auto decline etc. In the event that there is no response by the end of the time specified.  Using workflow in CSM approvals provides infinite possibilities with even the most complicated approval process feasible.

All requested approvals are stored in the database and can be viewed via a report on the dashboard.

In Summary

Unless you are an organisation with advanced or complex release management requirements, we highly recommend that you consider Cherwell Service Management as your tool of choice.

In Their Own Words:

Cherwell Software is one of the fastest growing IT service management software providers. It began with simple goals: to make service desk software it would want to use and to do business honestly, putting customers first. Cherwell Software is passionate about customer care and is dedicated to creating “innovative technology built upon yesterday values.”

The company has  corporate headquarters in Colorado Springs, CO, U.S.A. and EMEA headquarters in Swindon,  U.K. A global team of dedicated employees and expert partners who appreciate the technology – but love customers – serve in North America, South America, Asia and Australia. Cherwell Software  received the 2013 SDI Best Vendor for Customer Service  award.

Cherwell’s flagship product, Cherwell Service Management®, delivers an innovative, award-winning and holistic approach to service management, allowing IT and support departments to align with organisation strategy and to deliver maximum IT business value.  Cherwell Service Management is the affordable, easy-to-use, ITSM suite with maximum portability. With Cherwell ChoiceTM concurrent licensing and flexible hosting model, you can choose what works best for your business — SaaS or purchase, and hosted on-premises, hosted by Cherwell or hosted by a third party.


This independent review is part of our Change, Configuration and Release Review.

Review: Axios for Change, Configuration and Release


This independent review is part of our Change, Configuration and Release Review.

Executive Summary

Elevator Pitch Axios assyst is a solid, mature and well-rounded tool marketed towards organisation with 1,000+ end users.The functionality and design of assyst provides the ability to manage both simple and complex workflow processes to support the management of change and request.Available both as a SaaS solution and on premise – with concurrent and named licenses – assyst provides a flexible model to fit around your business.
  • Relationships between configuration items, services and users are clearly displayed via a visual impact explorer
  • Drag and drop calendar functionality
  • Easy to collaborate on changes etc., reducing the need for the use of external software
  • Requires experience and an increased investment in time to implement release management if your existing process is complex
Primary Market Focus Based on the information provided Axios assyst is exclusively used by large to very large organisations (circa 1000+ users)

Commercial Summary

Vendor Axios
Product assyst
Version reviewed V10.4
Date of version Release January 2014
Year Founded 1998
Customers 1,000+
Pricing Structure Available both as a SaaS solution and on premise, with concurrent and named licenses
Competitive Differentiators
  • All ITSM process integrated into one app – non-modular
  • Visual Impact Explorer provides clear graphical views of infrastructure and relevant relationships
  • Drag and drop change/release process design

Independent Review

Axios assyst (hereafter referred to as “assyst”) is an extremely mature and well-rounded tool, which covers the larger end of the ITSM market, i.e. 1,000+ users.  Requiring no development or programming know-how, users of assyst are able to use the templates and workflows to tailor the system to their organisational needs with minimal training.

Axios boasts that it has 18+ years experience of service management experience in the wider business, not just in IT, and as a result is in a better position to cater to the expanding market of Enterprise Service Management.  However, although I would agree that assyst is capable of catering to this market, I feel that the look and feel would be less conducive to the wider business than in some of the other tools featured in this Change, Configuration and Release Review. It is my opinion that assyst currently looks like an IT tool trying to expand into other areas, rather than a tool that can already sufficiently work outside of IT and would benefit from some superficial user experience enhancements to make it less IT department centric

My overall impression of the tool is that assyst would be suitable for large (1,000 – 9,999 users) to very large organisations (10,000+ users) with moderate to mature change processes in place.  Release will take these organisations additional time and manpower to configure due to the need to modify change to resemble your release process, however, provided that this is not too complex, this should be fairly painless and relatively straight forward to implement.

If you are looking for a solid tool that interacts well with other processes (such as Incident and Problem Management), and gives a clear graphical view of your infrastructure for risk assessment, then provided that you are part of an organisation with 1,000+ users, I believe that assyst would be a strong candidate for your consideration.  Whilst assyst could certainly be considered by smaller organisations, I feel that cost may be prohibitive.


assyst performs release via the change area of the tool.  A change form can be used to record the release details and is categorised as a ‘Major Release’ or ‘Minor Release’, with these categories being fully customisable.

assyst contains a number of standard release processes that can be easily modified, together with a set of common stages, such as approval escalation based on monetary thresholds, which can be used to rapidly build custom release processes (Stage Library).  If your release process is uncomplicated then implementation of this mechanism should be fairly straightforward.

Forms within assyst are dynamic, which means that dependent upon which fields are selected, other areas will appear or disappear, thus tailoring the experience and making it easier to gain exactly the information you require.  I believe this advancement will make for a more positive interaction for the self-service customer.


assyst comes with a number of standard release processes that can be easily modified to suit an organisation’s individual needs.  These can be configured to provide analysts with the ability to select Change/Release templates, including pre-approved, from a pre-defined list.

assyst features a “visual impact explorer”, which provides clear graphical views (i.e., service-oriented, hierarchic, impacted users and peer-to-peer) of the infrastructure.  Clicking on an item, i.e. a server, will change the view to show all the relationships that will be affected by a change.  This is one particular feature that I can see being especially useful for organisations with complicated infrastructure, and use of it should greatly reduce the time spent on risk assessment.

As you would expect all Changes logged require a Category, an Impact / Urgency and a Service Department to be assigned to it for resolution.  Dependent upon the configuration of the change template and fields completed, the risk is calculated and set as either minor, major, or significant, and the proper Workflow is then initiated to match the risk level calculated.

The link types are fully configurable enabling customers to rename with terminology appropriate to their organisation and is particularly useful for widening the use of the tool into Enterprise Service Management and shows that the expanded use of the tool has been taken into consideration by Axios.

Pre-approved Change/Release templates are available for selection from a pre-defined list.  The template and workflow associated can be fully customized using the visual Process Manager.  Dependent upon set up, the Workflow Processor will automatically route the request to the appropriate staff for the relevant authorization, decision and fulfillment tasks to be completed.


assyst provides functionality to design and manage both simple and complex workflow processes to support the management of change and request. A workflow process is constructed from a series of stages, which are in turn constructed from a series of Tasks that can comprise of actions to be taken, authorizations and decisions.

Tasks are assigned dynamically based on information held within the CMDB by setting “Task Expressions”, and as a result authorisation can be advanced to a more senior employee if the cost of the change is above a certain threshold value.  The workflow engine manages the control of this process and is capable of handling multiple threads simultaneously.  This means that for standard requests, such as new starters, where several change requests could require processing, they can be run concurrently saving valuable time.

assyst allows each user to customise their view of the system which means that Dashboards and Reports can be tailored individually, permission allowing.


The change calendar is able to detect conflicts on a number of levels including blackout periods, maintenance windows or instances where more than one change is planned against the same item or system/service at the same time.

Changes can be dragged/right clicked to move to a more appropriate time, such as within a maintenance window.  Drag and drop functionality within the change calendar is extremely useful and something that I hope more vendors incorporate within their change management tool.


As with the rest of the tool, change management security is based on group and role permissions, access to which is dynamically allocated based on operation process roles set by the customer. assyst allows for the creation of multiple groups, for example CAB’s, and users can be associated to any number of these groups.

Individuals and groups can be assigned tasks within a change, due to assyst’s workflow capabilities, and the workflow process can be configured by the customer to include multiple stages and tasks. These can include any number of authorisations, approvals and decision stages, which can dynamically alter the flow of the process.

assyst is another tool that is applying collaboration within the solution, and change is certainly an area that can benefit from keeping communication in one place. Groups of users can create an online CAB meeting from the Change and invite other members to review changes, post comments and approvals without requiring tasks to be assigned to individuals.  I can see this being a well-used area especially with dispersed teams and CAB’s.

In Summary

assyst offers solid change, configuration and release functionality with strong risk assessment capabilities. I therefore believe that it is a good offering for both large and enterprise organisations with moderate to mature change processes in place.

In Their Own Words:

Axios was formed in 1988 with one single objective in mind – to deliver software that better enables Strategic IT Service Management (ITSM) initiatives for the professionals that deliver world-class IT services within their organizations daily.

With over 2 decades immersed in ITSM routed in ITIL and R&D investment in our software, we believe that we offer customers an unrivaled combination of product functionality, depth of understanding of ITSM and the ability to execute delivery of ITSM initiatives with customers with a world class Global Services organization. Our long-standing involvement also means that as ITIL has evolved, our solution has evolved and matured, allowing us to better support and enable organizations navigate the complexities of practical implementation of best practice to strategic, value driven ITSM.

The assyst product has been developed from inception as an ‘out of the box’ IT Service Management (ITSM) solution, fully compliant with the recognised PinkVERIFY / ITIL and BS15000 (now ISO 20000) philosophies for Service Management Best Practice.

assyst fully supports both ITIL V2 and ITIL V3. assyst is currently used by a number of customers to support IT governance initiatives (such as Sarbanes Oxley).


This independent review is part of our Change, Configuration and Release Review.

Stop Blaming Release Management!

When releases fail, we often point a finger at the release manager, expecting that person to make the necessary corrections to prevent similar failures in the future.  In doing so, we miss the real target – the service delivery flow.  This flow, with its many inputs, is in disarray in most organizations and the solution seems daunting.  This article proposes that there is a simple, inexpensive, and self-healing approach to improving the flow of service modification.

When a Release Goes Bad

The scene is too familiar.  The service desk, on the verge of panic, is swamped with increasingly irate calls.  The boss is on a bridge line with a host of managers and technicians trying to restore order.  The business units, demanding action, are banging on the CIO’s door and the echoes reverberate throughout IT.

Last night, IT distributed a major release of a critical business application.  Today, users are converging on IT with torches and pitchforks.  The business application update had an enormous impact on productivity and revenue.  The impact continues as the business owner demands that the changes be “backed out” – a request that IT finds exasperatingly difficult to satisfy.

When the dust settles, it is not uncommon to see root cause analysis identify the numerous mistakes made in the “release”.  The list might include:

Common Issues and Likely Culprits

Who is to blame?  Release management?  Of the 11 mistakes listed, 9 belong to groups outside release management.  Yet, in many cases, release management will still take the heat.  The purpose of this article is not so much to absolve release management but rather to bring understanding to the larger service lifecycle in hopes that the readers can address the true causes of release failures.

Know the River

Release and deployment management is just one part of a much larger lifecycle.  Think of it as a port along a river.  A business service starts out as an empty barge on the business dock.  In ITIL terms, the manager of that dock, Business requirements management (BRM), loads the barge with service requirements.  In the diagram, this is the “Identify” stage.

Service Flow - Stages, Participants, Output
Service Flow – Stages, Participants, Output

The barge makes a number of stops on its way down the river.  Along the way, the manifest of the barge is equivalent to the seldom referenced (but, in some form, always present) service design package of ITIL.

When the barge, stacked with cargo, finally pulls into the release and deployment dock, the only issue should be how to transport the contents of the barge effectively and safely to the appropriate recipients.  One could think of release and deployment as a trucking company.  The truckers did not design or build the cargo.  Nor are they to blame if the item in the package performs poorly.

I recently ordered a manual online.  The package arrived in the expected time frame and was intact.  As I read the manual, I noticed that an entire section was missing.  Should I blame the trucking company?  Of course not.  Likewise, we should not hold the release management responsible for defects over which it has (by design and best practice) no control.

The following table might help to identify the “river ports” where the service barge might be picking up sub-standard cargo.

Service Lifecycle River
Service Lifecycle River

Look Upstream

In order to effectively manage and improve the delivery of a release, we need to focus on three major points:

  • Transition review
  • Service delivery package
  • Project charter
Feeding the Transition Review
Feeding the Transition Review

Transition Review

The objective of the transition review (post implementation review) is simple: Learn from your mistakes.  When an organization first commits to regular PIRs, they may be a bit disorganized.  As inputs and outputs become better defined, so will the overall process.   The transition review is the spawning ground for improvement of this lifecycle.

Service Design Package

Although few enterprises seem to understand the concept of the SDP, it is, in my opinion, a brilliant addition to ITIL v3 2011.  When organizations address the output of Transition Reviews, they inevitably make adjustments to the SDP because it is the mechanism for improving consistency, governance, and effectiveness for the service modification lifecycle.

Project Charter

In most shops, the service modification lifecycle begins around a table of senior managers.  The beginning of a project needs to be less about hierarchy and more about process because this is not a hand-off; this is a flow.  Four players are critical to the project charter.

  • Business relationship manager – understands business requirements.
  • Service portfolio manager – understands the pipeline and service catalog.
  • Service level manager – understands issues that might impact service levels and process.
  • IT architecture – understands the importance of a consistent framework.
Deming's PDCA Organic Flow
Deming’s PDCA Organic Flow

With these, the organization understands business requirements, process, and infrastructure within the context of service delivery.

Completing the Circle

With the project charter, service design package, and Transition Review, we have completed the deming circle (Plan, Do, Check, Act).

Most shops fall short in planning and checking because these activities are poorly governed and too loosely integrated into the overall flow.  As Yoda would say, “Without plan, no do; without check, no act.”

Start Small but Start Smart

When a release fails (especially when it fails in a spectacular way), the fault generally lies in the process.  If, as I assume, this is common knowledge, why do these broken processes persist?  Because most enterprises perceive that process optimization costs too much money, takes too much time and does not meet more immediate business objectives.This reticence is understandable given the typical consulting approach.  A consulting firm will probably suggest starting with a comprehensive assessment that forms the basis for a massive proposal that drains resources from business-critical initiatives.

Instead, insist that any partner (consultancy) starts simply.

Enable the Flow to Manage the Activities

The degree to which this lifecycle is managed is inversely proportional to the likelihood of failure.  The simplest way to manage a lifecycle is shown above in the Deming diagram.  The idea is to implement the organic lifecycle flow and let the flow improve the subordinate activities.To accomplish this, we need to implement the flow with the associated roles.

Step 1 – Establish and Empower the BRM Role

The business relationship manager role usually exists in some tainted form.  We need to plug this role into the organic flow.  This role seeks to understand the needs of the business but, just as important, collaborates on those requirements throughout the service lifecycle.  As mentioned above, the BRM is critical to project initiation.

Step 2 – Establish and Empower the Enterprise Design Coordinator Role

The enterprise design coordinator is really the key to success.  There are three main tasks for this role.  Aside from coordinating design and build activities at a high level (not an application development manager), this role also a) ensures that the input from the BRM is adequate and b) ensures that the service design package is complete and accurate.

Step 3 – Establish Policies and Procedures for Transition Review

The release manager (hopefully already in place) will collaborate with the BRM, design coordinator and stakeholders to create policies and procedures for transition review.  The guiding principle for transition review should be that it examines service transition output (incidents, issue logs, metrics) to identify opportunities for process improvement.

Step 4 – Establish SIP Procedures

The output from the transition review will sometimes include a service improvement plan.  The organization needs a standardized procedure for initiating and implementing an SIP.

Step 5 – Do it and Keep Doing it

We have created the organic flow.  We only need to execute it.  Each SIP will improve the effectiveness of the service modification lifecycle.

Note on Change Management

Change management, from an enterprise perspective, plays a significant role in controlling the flow of the service lifecycle.  Most organizations perceive change management from an operational rather than an enterprise perspective – an outgrowth of legacy implementations of IT change requests.  This narrow focus deprives the organization of the true power of this governance process.  I would have enjoyed weaving into this article the benefits that a cohesive and integrated change management process could provide but it deserves a separate piece.


Release and deployment relies, for its success, on a number of upstream processes.  Business relationship management and design coordination, both new to ITIL v3 2011, are key to managing the upstream service lifecycle.  Though they may seem unfamiliar, everyone has implemented these processes to some degree but few have implemented them effectively.  This oversight poses a risk because any enterprise that does not consistently manage the entire lifecycle does not control the operational outcome.  In other words, every release is a roll of the dice.

Feeling lucky?

Assessment Criteria: Outside IT Product Review

In March of this year, we will be kicking off our product review dedicated to “Outside IT”, which will take a look at the use of ITSM technology outside the IT department.



The aim of this review is to showcase best of breed ITSM software in use outside the IT department, highlight key competitive differentiators and provide readers of The ITSM Review with impartial market intelligence to enable informed purchasing decisions.

Previously published product reviews include:

Also coming soon: Proactive Problem Management.

Assessment Criteria 

The aim of the review is to support prospective buyers with their selection process by providing features to consider when selecting ITSM systems and highlighting key competitive differentiators between suppliers.

Outside IT – How can service management software, traditionally used to underpin the IT service desk, be applied to other area of the business to streamline operations and deliver more efficient services?

Main topics areas

  • How can new systems be built outside IT?
  • What expertise is required, what templates or processes are required?
  • How do end users / customers interact with the system?
  • How can engagement / interaction with customers be customized?
  • How are systems maintained – especially for non-IT users?

Solutions that do not include all of the criteria above will not necessarily score badly – the criteria simply define the scope of areas will be covered. The goal is to highlight strengths and identify differences, whilst placing every vendor in the best light possible. 

Please note: The assessment criteria are just a starting point; they tend to flux and evolve as we delve into solutions and discover unique features and leading edge innovation. Identifying key competitive differentiators is a higher priority than the assessment criteria.

Confirmed participants

Vendors who wish to participate in this Outside IT product review should contact us directly. We also welcome feedback from readers on their experience with their use of ITSM tools outside IT (although this feedback will not directly impact this review).

Image Credit

Coming Soon: The Battle of Change, Configuration and Release

Let the battle begin!

We’re excited to be kicking off our research briefings next week for our competitive analysis on Change, Configuration and Release. Scheduled for publication in May, vendors confirmed to participate so far include:

The research will highlight competitive differentiators; feature key strengths (and weaknesses too of course); and showcase innovation within each product. Once reviewed, we will crown one Vendor “Best in Class” and the “leader” in Change, Configuration and Release.

Our research is based solely on responses to an in-depth questionnaire as well as a series of briefings, but we are always interested in hearing the end-user perspective.

Do you have experience with any of the participating Vendors? Do you have any views on their capabilities when it comes to Change, Configuration and Release? Are there any Vendors that you think are successful in this area who are not currently scheduled to participate in this review?

The review will be conducted by Rebecca Beach. For more information on the assessment view the Group Test criteria here. Vendors can still sign up to be involved up until Friday 31st January.

Subscribe to the ITSM Review newsletter or follow us on Twitter to receive a notification when the research is published.

Image Credit