ITIL for a team of one

You don't need a 500-person IT department to run real change management. Here's the lightweight ITIL we actually use.

ITIL has a reputation for being heavyweight — process for the sake of process. Run lean, it's the opposite: a small set of habits that stop you breaking your own systems.

The four that matter

Incidents, requests, changes, problems. Even solo, separating 'something's broken' from 'I want to change something' forces a pause before you touch production. That pause is the whole point.

Change management as a seatbelt

Our rule: nothing ships to production without a staged preview first. It feels slow for a week, then it's the reason a bad deploy never reaches a customer. Keystone tracks the RFC, the CMDB ties the change to the asset it touched, and the audit log remembers what you did.

ITIL scaled down isn't bureaucracy — it's the discipline that lets one person run what used to take a department.