So, we're going to continue the discussion by talking about participation in and understanding the change management process. Now, the change management process is looked at as management's structure for recognizing changes that are necessary and then building a process by which they can be absorbed by the organization. There have to, therefore, be procedures for the operational aspects of how the change will be recognized, disassembled into its various pieces, and then through a controlled process implementing these into the organization.

There are, therefore, subsections of the change management process. This will include a process of intake where we receive requests upon which we will do an impact assessment, both of what will happen if we do the change and what happens if we don't do the change. Once this is understood then the necessity of doing the change will be discussed and decided and that will lead ultimately to approval or disapproval of making the change. Assuming approval, we will then disassemble the change further into its component parts, we will do whatever the build might require, we will test it to make sure that we know exactly what it will do and what it won't do.

Then when it's been decided the schedule for when it's going to be implemented, we will do notification of the affected parties. Then we will do first a test implementation so we can see what in the real world it will actually cause to happen and then once we're satisfied that it will do what and only what we expect or want, then we proceed with the implementation in the real production environment. When this is done, we do verification and validation that the changes that were made were those that were expected and only those that were expected, and that we verify that everything that we did, we've done completely, and that the process is in fact 100% complete.

All of this gets documented by the issuance of a new version and a new baseline in the systems configuration. Now, the documentation, of course, has to be done. As the old saying goes, the job isn't done until the paperwork is complete, and that's very true here. So the outcome is going to be recorded in the appropriate records, it's going to be committed to the corporate memory, it is including any system modifications that might have been made anywhere along the way, and it will include anything in the way of lessons learned from the process all the way through the operationalization of whatever the change was. That brings us to the close of our second module of Domain 7: Security Operations. We're going to continue with our next module beginning on slide 92 with the implementation of recovery strategies. Please be sure to join us for that, thank you.