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  • Faster incident recovery - building knowledgebase, identified workarounds Fewer unplanned outages – due to better coordination of change requests Better communication with users – messages to TLs, TL phone tree, post to IT and Kyou portal sites as needed Information that enables better informed management decisions – information provided to managers upon request

Change Management Revue presentation Change Management Revue presentation Presentation Transcript

  • Change Management Revue Strategic Process Planning and Integration Management (SPPIM) Sue Silkey, Thelma Simons and Gail Schaplowsky
  • Best Practices
    • Best practices provide a guide to help design IT management processes that increase the overall efficiency, reduce costs and align IT with business needs.
    • ITIL asks…
  • How ITIL best practices can help
    • Faster incident recovery
    • Fewer unplanned outages
    • Better communication with users
    • Information that enables better informed management decisions
  •  
  • Change Management
    • Goal
    • To ensure that standardized methods and procedures are used for efficient handling of all changes
    • That means we want to:
    • Reduce unplanned outages
    • Improve service availability
    • Reduce unnecessary urgent changes
  • Terms
    • Change Request – Request to make a change to a particular system and service
    • Change Manager - The person who makes sure that the change management process is followed
    • Change Review Board (CRB) – The group that reviews and approves (or rejects) change requests
    • Impact - The extent to which users are affected
    • Urgency - How quickly the service or system needs to be be restored based on the service needs of the customers
  • Change Management
    • Benefits
    • Minimize the impact of change-related incidents upon service quality
    • Increase productivity by reducing disruptions for both users and IT staff
    • Improve communication with affected Service Owners, support staff and users
    • Improve risk assessment – balance need for Change against impact of the Change
    • Improve impact assessment – look at all change requests as a whole, identify potential conflicts
  • Change Types
    • Simplified Description
    • Local – no outage
    • Pre-Approved – e.g., reboot every morning
    • Scheduled – normal update, patch
    • Extended Scheduled – event that lasts longer than the maintenance window
    • Urgent – it’s going down soon. Needs to repaired before the next CRB meeting
    • Emergency - It’s dead Jim. Fix it now, file it later.
  • Change Management
    • How we implemented
    • Began using process October, 2005
    • Several team meetings held to review and tweak process
    • Annual review in October, 2006
    • Current status
    • Providing weekly reports for IT management
    • Sue has assumed role of Change Manager
    • Gail is serving as backup Change Manager
  • A Good Change
    • Must have
    • Impact statement
    • Business justification
    • Approvals
    • Test plan
    • Implementation plan
    • Fallback plan
    • Useful and meaningful information
  • Scheduled Change Flow
  • A day in the life… of Change Management
    • Our players
    • Calamity Jane (Business Owner) – Gail Schaplowsky
    • Hopalong Dave (CSC staff) – Dave Gardner
    • Wild Bill – Bill Farris
    • Sioux City Sue (Change Manager) – Sue Silkey
    • Traveling Vendor Man Mike – Mike Wright
    • Major Incident Gizmatron – Dave Barnhill
    • Service Owner – Teddy B.
    • Narrator – Thelma Simons
    • Audience participation – That means y’all
  •  
  • Remedy Change Request
  • Change Types
    • Simplified Description
    • Local – no outage
    • Pre-Approved – e.g., reboot every morning
    • Scheduled – normal update, patch
    • Extended Scheduled – event that lasts longer than the maintenance window
    • Urgent – it’s going down soon. Needs to repaired before the next CRB meeting
    • Emergency - It’s dead Jim. Fix it now, file it later.
  • A Good Change Request
    • Must have
    • Impact statement
    • Business justification
    • Approvals
    • Test plan
    • Implementation plan
    • Fallback plan
    • Useful and meaningful information
  • Thanks to players
  • Tune in next time…
    • Was that change really successful?
    • Come back next month to see the continuing saga of Mr. Incident as he wafts his way through Problem Management.
  • Hope you had fun and…
    • Learned
    • Why we have different types of change requests
    • The value of Change Management
    • How the overall process works
    • Elements of a good change request
    • The relationship between cats and cowboys
  • Change Mgmt Next Steps
    • Annual Review
    • Review CRB membership
    • Goal – create a Forward Schedule of Change to help with scheduling
    • Goal – improve risk assessment
  • Upcoming Sessions
    • Future sessions are scheduled on:
    • Problem Management
    • Configuration Management
    • Release Management
  • Questions?
    • More information at SPPIM (PSMO) website
    • www.technology.ku.edu/psmo
    • Also in IS/Process Management public folders
  • Roy Rogers Change Management Club Rules
    • Change requests should be neat and clean.
    • Be courteous and polite to your Change Manager.
    • Always obey your Change Manager.
    • Protect systems and keep them healthy.
    • Be brave but never take risks.
    • Study best practices and learn all you can.
    • Call the SCC if you have an Urgent change.
    • Be kind to the SPPIM staff and bring them treats.
    • Love ITIL and practice it regularly.
    • Always respect our processes and our process managers.