change-advisory-board-pack

name	change-advisory-board-pack
description	Creates the PowerPoint pack for a Change Advisory Board (CAB) meeting from ServiceNow change request data, including upcoming changes by risk, conflicts, freeze-window violations, recent failed changes, and per-change one-pagers for high-risk items. Use when the user asks for a "CAB pack", "change advisory board deck", "weekly CAB review", "change calendar pack" or "ECAB pack".
license	MIT
compatibility	Copilot Cowork Frontier with the ServiceNow MCP connector in this package.
metadata	{"author":"ESS MCP Demo","version":"1.0.0","demo-audience":"Change Manager / CAB Chair"}
cowork.category	IT Operations
cowork.icon	CalendarLtr

Change Advisory Board Pack

What This Skill Does

Produces a CAB-ready PowerPoint pack covering the upcoming change window plus a retrospective on the previous window. Every high-risk change gets a dedicated one-pager. Designed for the CAB chair to walk through with limited prep.

When To Use

• "Build the CAB pack for this week"
• "Create the change advisory deck"
• "Prep me for ECAB"
• "Show me what's going through CAB and which ones are risky"

Do not use this skill for a single-change deep dive (call get_change_request directly) or for incident reviews (use weekly-incident-trend-deck).

Required Connector Tools

• list_change_requests (state: scheduled, implement, review)
• get_change_request (per high-risk change)
• list_incidents (to flag changes touching CIs with active incidents)
• get_cmdb_ci, list_cmdb_cis (for CI-conflict detection)
• list_approvals, get_approval (pending change approvals)

If none of these are available, stop and report the connector binding issue.

Default Workflow

1. Determine the CAB window: by default, the next 7 calendar days. Confirm with the user only if they have hinted otherwise.

2. Pull all changes intersecting the window. Bucket by risk (High / Moderate / Low) and by state.

3. For every High-risk change AND any Moderate-risk change with an unapproved state, fetch the full detail with get_change_request and identify:

   • Affected CI and any active incidents on that CI.
   • Conflicts with another scheduled change in the same window touching the same CI.
   • Pending approval status.
   • Backout plan presence.

4. Pull the previous 7-day window of implemented changes; flag any with state "failed" or that triggered an incident within 24 hours of the implementation window.

5. Build the deck.

Slide Map

#	Title	Visual	Notes
1	CAB — Window {{from}} → {{to}}	KPI strip (count by risk, pending approvals, conflicts)
2	Change Calendar	Timeline / Gantt-style table by day	Highlight conflicts in red
3	Pending Approvals	Table: CHG #, requester, age, assignee	Sort by age
4	High-Risk Changes — Summary	Table: CHG #, owner, CI, conflict?, backout?	One row per High
5..N	High-Risk Change One-Pager	Title, scope, CI, risk, conflict, approval, backout, recommendation	One slide per High-risk change
N+1	Conflicts & Freeze Violations	Table grouping changes by CI with overlap window
N+2	Last Week — Implemented & Failed	Table: implemented count, failed count, failure RCAs needed
N+3	CAB Decisions	Table for chair to mark Approve / Defer / Reject inline

Analysis Rules

• A change is conflicted when another change in the same window targets the same CI or a CI in the same business application.
• A change with no backout plan and risk ≥ Moderate is automatically a CAB discussion item.
• A High-risk change without all approvals 24h before the start window is a CAB discussion item.
• A previously-failed change being retried gets its own callout slide.

Per-Change One-Pager Format

For every high-risk change, produce a slide with these fields exactly:

• Change: CHG number and short description
• Owner / Assignment group
• Window: planned start → planned end
• Affected CI(s) and business service
• Risk and rationale
• Conflicts: list other CHG numbers or "None"
• Approvals: list of approvers and state
• Backout plan: present / missing
• Recommendation for CAB: Approve / Approve-with-conditions / Defer / Reject — and why

Tone

Direct, change-management formal. No filler. CAB chairs read these standing up.