Reinventing Management of Change: Lessons from 30 Years of Digital Process Safety – Part 2
Executive Summary
Over the past two decades, many organizations have invested heavily in digital Management of Change (MOC) systems. Most of these systems share a common design philosophy: they treat MOC as a workflow—a predefined sequence of steps that moves a change request from initiation to approval and closure.
This approach is appealing to IT teams because workflows are easy to automate, measure, and control. However, it fundamentally misrepresents the nature of Management of Change.
MOC is not a linear process. It is a lifecycle-based business process that must adapt to technical complexity, organizational context, and evolving risk. When organizations attempt to force MOC into rigid workflow structures, they inadvertently create systems that are efficient in appearance but ineffective in practice.
To support modern process safety, MOC must be architected as a configurable lifecycle embedded within an integrated risk-based process safety framework—not as a static workflow engine.
The Appeal—and Limitations—of Workflow-Based MOC
Workflow automation has become a default design pattern in enterprise software. In many business processes, such as procurement or document approvals, linear workflows are sufficient.
In MOC, however, workflows impose artificial constraints on a process that is inherently dynamic.
Typical workflow-based MOC systems assume that:
- Every change follows the same sequence of steps
- Roles and responsibilities are fixed and predictable
- Risk assessment occurs at predefined points
- Documentation requirements are uniform across all changes
In reality, none of these assumptions hold true in complex industrial environments.
Changes vary widely in scope, impact, and risk. A minor procedural adjustment does not require the same analytical rigor as a major modification to process equipment or control systems. Yet workflow-based systems often force both scenarios into the same procedural mold.
The result is predictable: either the workflow becomes so complex that it is unusable, or it becomes so simplified that it fails to manage risk effectively.
MOC as a Lifecycle: A More Accurate Architectural Model
A lifecycle-based approach recognizes that MOC is not a single event but a continuum of activities that interact with multiple process safety elements over time.
A lifecycle-based MOC model is characterized by:
- Multiple states rather than fixed steps
- Conditional pathways rather than linear sequences
- Configurable requirements based on risk, scope, and context
- Persistent relationships with process safety information, hazards, and assets
In this model, the progression of a change is determined not by a predefined workflow but by the evolving technical and organizational realities of the change itself.
This distinction is more than semantic. It is architectural.
Workflow-based systems optimize for administrative efficiency. Lifecycle-based systems optimize for risk understanding and decision quality.
Why Workflow-Based MOC Systems Fail in Practice
The limitations of workflow-based MOC systems become evident when organizations attempt to scale them across multiple facilities, disciplines, and regulatory environments.
Three recurring failure modes are observed:
1. Procedural Rigidity
Workflow systems struggle to accommodate variability. To handle exceptions, organizations either:
- Add increasingly complex branching logic, or
- Bypass the system using informal processes
Both outcomes undermine the integrity of the MOC process.
2. Misalignment with Engineering Reality
Engineering changes rarely follow neat, sequential patterns. Design iterations, vendor interactions, and operational constraints often occur in parallel.
Workflow systems, by contrast, assume a sequential logic that does not reflect how engineering work is actually performed.
3. Fragmentation of Process Safety Knowledge
Workflow-based MOC systems tend to treat each change as an isolated transaction. Once a change is closed, its contextual knowledge is often lost or buried in documentation.
A lifecycle-based system, by contrast, treats each change as part of a continuously evolving knowledge base that informs future decisions.
The Implications for Process Safety Governance
From a governance perspective, the distinction between workflow and lifecycle is critical.
Regulatory frameworks such as OSHA 1910.119 and CCPS Risk-Based Process Safety emphasize the need for disciplined evaluation of change. However, they do not prescribe how organizations should structure their digital systems.
When MOC is implemented as a workflow, governance becomes procedural: success is measured by completion rates and approval timestamps.
When MOC is implemented as a lifecycle, governance becomes substantive: success is measured by the quality of risk identification, the consistency of decision-making, and the traceability of outcomes across the PSM ecosystem.
This shift in governance perspective is essential for organizations seeking to move beyond compliance toward genuine risk-based management.
Lifecycle Thinking and the Broader PSM Ecosystem
A lifecycle-based MOC architecture naturally aligns with the structure of modern process safety systems.
Changes often trigger or depend upon activities in other PSM elements, including:
- Process Hazard Analysis (PHA)
- Pre-Startup Safety Review (PSSR)
- Process Safety Information (PSI) management
- Incident investigation and lessons learned
- Audit findings and corrective actions
Workflow-based systems struggle to model these interdependencies. Lifecycle-based systems, by contrast, are designed to manage relationships and dependencies across multiple domains.
This capability is foundational to an integrated risk-based process safety framework.
Reframing the Role of Digital MOC Systems
The challenge facing organizations today is not whether to digitize MOC—they already have. The challenge is whether their digital MOC systems accurately reflect the nature of change in complex industrial environments.
Reframing MOC as a lifecycle rather than a workflow requires organizations to rethink:
- System architecture and configuration strategies
- Roles of engineering, operations, and process safety professionals
- Integration between MOC and other PSM elements
- Metrics used to evaluate MOC effectiveness
This is not a technology upgrade. It is a conceptual shift.
Looking Ahead: Architecture as Strategy
In Part 3 of this series, we will examine how the architectural choices organizations make—particularly the decision between fixed and configurable MOC systems—determine whether their MOC programs can adapt to evolving operational realities or become constrained by their own digital infrastructure.
About the Series
Reinventing Management of Change: Lessons from 30 Years of Digital Process Safety is a multi-part exploration of how MOC has evolved—and why organizations must rethink its architecture, integration, and governance in the era of digital transformation and artificial intelligence.
