Change Management: One Universitys        evolution from chaos to calm   John Borwick, Director IS Portfolio Management   ...
About ITSM Academy         Accredited Education                                      Since 2003 - Tens of Thousands     ...
Wake Forest University
Information Systems at WFU•   Central IT: Academic &    Administrative•   Grew in the mid-1990s    due to laptop program  ...
Agenda•   Scope, assumptions, and vocabulary•   Change management implementation and change                         implem...
Timeline
Scope, assumptions, and            vocabularyy
What is a “change” in this context?IN SCOPE:•  Production changes•  Department process changes•  “Service modifications”  ...
Assumptions•   This is not the first time youve heard of "change    management    management"•   Our implementation isnt a...
Vocabulary   RFC: Request For Change   EC: Emergency Change   CAB: Change Advisory Board   ISMB (or MB): Information S...
Change managementimplementation, and change           management v2                       t 2
Gaining Buy-In
Gaining Buy-In          "I want change control."          -Mike Spano, Interim CIO          (December 2007)
Our first Change Advisory Board(January 2008)I. Attendees2.12 1 Business Concept Document2.2 CAB Schedule2.32 3 Remedy Cha...
ITIL s 4 P sITIL’s “4 P’s”   People   Process   Products (Technology)   Partners
Our first Change Advisory Board(January 2008)I. Attendees2.12 1 Business Concept Document2.2 CAB Schedule2.32 3 Remedy Cha...
Our first Change Advisory Board(January 2008)I. Attendees                          People2.12 1 Business Concept Document2...
The People•   Chair: Assistant CIO•   Standing members: Directors•   Change managers: Continual Service Improvement    Tea...
The Process
The Process     - Linear     - Designed by one person     - Same process for all       changes
The Products•   Remedy 5.5 change management module•   MS Office•   Email and Calendar•   Blackboard (Learning management ...
The Partners   Consultants attending the interim CIO   John B eventually attended ITIL v2 Release & Control
Opportunities for Improvement•   Approvals too slow•   Rubber-stamp    Rubber stamp approvals•   Lots of emergency changes...
Then the Interim CIO Left             Change Management v2
In change management v1, changes wereapproved after they had been built and tested.Identify a change     Change built     ...
In change management v2, changes wereapproved before they have been built.Identify a change    Approve change     Change b...
In change management v1, all changes wereapproved by the CAB.Turn on a newserviceMinor applicationupgrade                 ...
In change management v2, there were threelevels of “approval authority.”           approval authority.Turn on a newservice...
In change management v1, we spent a lot oftime figuring out who should handle a change.Service request      Team A? Teamsu...
In change management v2, all changes aresent to “change intake” to be classified.         change intakeService requestsubm...
Other improvements included…   Holding additional training   Creating notification listserves   Reviewing and minimizin...
Timeline, 2008-March 2010
Overall Timeline
Let’s focus on the first half,2008-March 2010
Here are the events John talked about
Metric tracking
Rita and Angie take on changemanagement
Rita and Angie take on changemanagement                       Emergency Change (EC)                       • Paper form    ...
Change management v2
Changes by approval type
Pre-approved changes, andseparating CAB from MB
Tool upgrade
How to make everyone mad at you( g(again)      )
new tool stirred up some chaos   Teams culled the clutter   Closed tickets became archived/read only   Training    T i ...
new tool started to calm the chaosTiming – easier to track different change typesFields with workflowApproval proxiesPerfo...
March 2010-Now
March 2010-Now
Tracking and auditing with new fields
More CAB meeting improvements
Meetings and meeting deadlines   CAB/MB deadline:    Friday at noon         CAB & MB agendas sent          out by Friday a...
Why are emergency changeshappening?
Why are emergency changeshappening?                     Emergency Change (EC)                     • Paper form            ...
Putting out fires...
Monthly Operational Report
“Work Units”
Remedy/Google Calendar integration
What does the CAB agenda look                            y                   like today?
The CAB Agenda Today1.    Attendees2.    On-call pages3.    Post-Implementation Review, Emergency Changes4.4     Post-Impl...
What You Should Do to Reduce                   the Chaos
Do these things   Stand firm on deadlines, process   Stand firm on deadlines for RFCs to go on the CAB and MB agendas     ...
Do these things   Buy-in and support from upper management   You can only stand firm on process when management wants the ...
Do these things   Create standard templates for the agenda   Have a placeholder for “parking lot” items                   ...
Do these things   Send the agenda with time to review before the   meeting   We have a CAB listserv and email the agenda  ...
Do these things   Have written rules, process   Governing documents that are updated regularly   We are on version 13   We...
Do these things   Assign the roles and have people dedicated to change   management   Our roles:      Change coordinators...
Do these things   Delegate approval authority                    Deputy CIO                     Directors                 ...
Do these things   Watch Your Process Triggers   Only trigger change management for “real” changes—things that require     ...
Summary
Q                                    Q&A                        Change Management:One University s evolution from chaos to...
(THE FOLLOWING ARE OPTIONAL                     SLIDES)
Connections to Other Processes
Connections to other processes   Project management   Scrum/Agile software development
Projects & Products    ECT                                       ROLLPROJE                 INITIATE    PLAN               ...
Projects & Products    ECT                                       ROLLPROJE                 INITIATE    PLAN               ...
Projects & Products    ECT                                        ROLLPROJE                 INITIATE     PLAN             ...
Scrum/Development &    Change RequestsAp DevProcess             Add to    Ready to   Development     Verified in          ...
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Wake Forest University CAB an ITSM Academy Webinar

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Change Management:
One University’s Evolution from Chaos to Calm
John Borwick, Director of IT Portfolio Management
Rita Mewing, Manager of IT Change and Metrics Management
Wake Forest University
Thursday, October 18th at 11am (Eastern)
Wake Forest University implemented department-wide IT service change management in 2008. The process has persisted and flourished during a CIO transition and a major service management tool upgrade. Now in 2012, the process appears to be anchored in our culture.

This presentation summarizes the lessons learned with the implementation and subsequent improvements, for example: the major obstacles we created in our initial roll-out and how we addressed them, how we controlled the process during our tool upgrade, how CAB has evolved to include change reviews for pending work, how we changed the perception of emergency changes, and how we have built on our change management process to solve pressing IT management issues such as allocating resources for major initiatives. Additionally, we will review our key metrics for change management and illustrate how process improvements affected these metrics.

Finally, before answering questions we will summarize what we think you should do if you are implementing or managing a change management process.

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Wake Forest University CAB an ITSM Academy Webinar

  1. 1. Change Management: One Universitys evolution from chaos to calm John Borwick, Director IS Portfolio Management Rita Mewing, Change Manager, Sr. Wake Forest University k
  2. 2. About ITSM Academy  Accredited Education  Since 2003 - Tens of Thousands  Certified Process Design Engineer (CPDE) g g ( ) Trained and Certified  ITIL® Foundation  ITSM Professional Diplomas  ITIL Capability (OSA|PPO|RCV|SOA)  Change/Support/SLM  ITIL Lifecycle (SS|SD|ST|SO|CSI)  ITIL Managing Across the Lifecycle (MALC)  Public Classes throughout U S U.S.  ISO/IEC 20000 Foundation & Bridge  Corporate On-Site Classes  MOF Foundation  Virtual Classes  P Practical, V l Add W k h i l Value-Add Workshops  Courseware Licensing  Building Blocks, Roles, Service Catalog, etc.  Corporate & Partner (GEM)  ITIL, MOF, ISO 20K Overviews  Apollo 13 Visible Ops The Class 13, Ops:  Alumni Program g  And more!  PMI Global Education Provider  Certified Woman-OwnedITIL® is a Registered Trade Mark of the Cabinet Office. Welcome!
  3. 3. Wake Forest University
  4. 4. Information Systems at WFU• Central IT: Academic & Administrative• Grew in the mid-1990s due to laptop program p pp g• Over 100 staff, with low turnover
  5. 5. Agenda• Scope, assumptions, and vocabulary• Change management implementation and change implementation, management v2• Timeline, 2008-Present 2008 Present • 2008-March 2010 • Tool Upgrade • March 2010-Now• What You Should Do to Reduce the Chaos• Q&A
  6. 6. Timeline
  7. 7. Scope, assumptions, and vocabularyy
  8. 8. What is a “change” in this context?IN SCOPE:• Production changes• Department process changes• “Service modifications” Service modifications• Project deliverablesOUT OF SCOPE:• Projects• Low-risk service provisioning• Low risk Low-risk maintenance
  9. 9. Assumptions• This is not the first time youve heard of "change management management"• Our implementation isnt a blueprint, but some of our ideas will help y p you• Our pain is your gain
  10. 10. Vocabulary RFC: Request For Change EC: Emergency Change CAB: Change Advisory Board ISMB (or MB): Information Systems Management Board Governing document: a controlled description of our p process
  11. 11. Change managementimplementation, and change management v2 t 2
  12. 12. Gaining Buy-In
  13. 13. Gaining Buy-In "I want change control." -Mike Spano, Interim CIO (December 2007)
  14. 14. Our first Change Advisory Board(January 2008)I. Attendees2.12 1 Business Concept Document2.2 CAB Schedule2.32 3 Remedy Change Management Module2.4 Change Management Procedure2.52 5 CAB Infrastructure
  15. 15. ITIL s 4 P sITIL’s “4 P’s” People Process Products (Technology) Partners
  16. 16. Our first Change Advisory Board(January 2008)I. Attendees2.12 1 Business Concept Document2.2 CAB Schedule2.32 3 Remedy Change Management Module2.4 Change Management Procedure2.52 5 CAB Infrastructure
  17. 17. Our first Change Advisory Board(January 2008)I. Attendees People2.12 1 Business Concept Document2.2 CAB Schedule Process2.32 3 Remedy Change Management Module2.4 Change Management Procedure Products2.52 5 CAB Infrastructure Partners
  18. 18. The People• Chair: Assistant CIO• Standing members: Directors• Change managers: Continual Service Improvement Team• Presenters: People requesting the changeCAB met 4 times a week
  19. 19. The Process
  20. 20. The Process - Linear - Designed by one person - Same process for all changes
  21. 21. The Products• Remedy 5.5 change management module• MS Office• Email and Calendar• Blackboard (Learning management tool)Note: Tool did not reinforce the process
  22. 22. The Partners Consultants attending the interim CIO John B eventually attended ITIL v2 Release & Control
  23. 23. Opportunities for Improvement• Approvals too slow• Rubber-stamp Rubber stamp approvals• Lots of emergency changes• One size fits all
  24. 24. Then the Interim CIO Left Change Management v2
  25. 25. In change management v1, changes wereapproved after they had been built and tested.Identify a change Change built Change tested Change submitted …wait… CAB approval Change implemented
  26. 26. In change management v2, changes wereapproved before they have been built.Identify a change Approve change Change built Change tested Change scheduled Change implemented
  27. 27. In change management v1, all changes wereapproved by the CAB.Turn on a newserviceMinor applicationupgrade CABAdd record for HR
  28. 28. In change management v2, there were threelevels of “approval authority.” approval authority.Turn on a newservice ISMBMinor applicationupgrade CABAdd record for HR Local Authority
  29. 29. In change management v1, we spent a lot oftime figuring out who should handle a change.Service request Team A? Teamsubmitted B?Help Desk ticket Team C? Team T Tsubmitted D?Internal request Who knows??submitted b itt d
  30. 30. In change management v2, all changes aresent to “change intake” to be classified. change intakeService requestsubmittedHelp Desk ticketsubmitted Change intakeInternal requestsubmitted b itt d
  31. 31. Other improvements included… Holding additional training Creating notification listserves Reviewing and minimizing data collected Identifying Id tif i on-going change managers i h
  32. 32. Timeline, 2008-March 2010
  33. 33. Overall Timeline
  34. 34. Let’s focus on the first half,2008-March 2010
  35. 35. Here are the events John talked about
  36. 36. Metric tracking
  37. 37. Rita and Angie take on changemanagement
  38. 38. Rita and Angie take on changemanagement Emergency Change (EC) • Paper form • Requestor and the change manager seek signatures • Di t sponsor Director signature • CIO office approval signature
  39. 39. Change management v2
  40. 40. Changes by approval type
  41. 41. Pre-approved changes, andseparating CAB from MB
  42. 42. Tool upgrade
  43. 43. How to make everyone mad at you( g(again) )
  44. 44. new tool stirred up some chaos Teams culled the clutter Closed tickets became archived/read only Training T i i provided t early id d too l Tool enforced approvals
  45. 45. new tool started to calm the chaosTiming – easier to track different change typesFields with workflowApproval proxiesPerformance ratings
  46. 46. March 2010-Now
  47. 47. March 2010-Now
  48. 48. Tracking and auditing with new fields
  49. 49. More CAB meeting improvements
  50. 50. Meetings and meeting deadlines CAB/MB deadline: Friday at noon CAB & MB agendas sent out by Friday at 4 PM CAB: Monday at 10:15 AM ISMB: Tuesday at 2:00 PM
  51. 51. Why are emergency changeshappening?
  52. 52. Why are emergency changeshappening? Emergency Change (EC) • Paper form • Requestor and the change manager seek s g atu es signatures • Director sponsor signature • CIO office approval signature
  53. 53. Putting out fires...
  54. 54. Monthly Operational Report
  55. 55. “Work Units”
  56. 56. Remedy/Google Calendar integration
  57. 57. What does the CAB agenda look y like today?
  58. 58. The CAB Agenda Today1. Attendees2. On-call pages3. Post-Implementation Review, Emergency Changes4.4 Post-Implementation R i P tI l t ti Review, NNormal Ch l Changes5. Post-Implementation Review, No Impact Changes6. Old Business7. Regular Changes8. Briefings9. Other Action Items Oh A i I10. Open CRQ tickets11. IS Change Schedule Calendar g
  59. 59. What You Should Do to Reduce the Chaos
  60. 60. Do these things Stand firm on deadlines, process Stand firm on deadlines for RFCs to go on the CAB and MB agendas agendas. Put up with grief now to save a lot of grief later. Make others feel the pain so you don’t have to—you are enforcing the process.
  61. 61. Do these things Buy-in and support from upper management You can only stand firm on process when management wants the process to work.
  62. 62. Do these things Create standard templates for the agenda Have a placeholder for “parking lot” items parking lot items. Change these templates to anticipate problems you’ve seen in the past. CAB/MB questions that we have added in our template:  Communication plan needed?  Security review needed?  Training impact?  Reporting impact?
  63. 63. Do these things Send the agenda with time to review before the meeting We have a CAB listserv and email the agenda Anyone can subscribe We also send calendar invitations for each agenda item
  64. 64. Do these things Have written rules, process Governing documents that are updated regularly We are on version 13 We review twice annually
  65. 65. Do these things Assign the roles and have people dedicated to change management Our roles:  Change coordinators  Approvers  Change Schedulers We have ~1 FTE dedicated to change management.
  66. 66. Do these things Delegate approval authority Deputy CIO Directors Managers, Managers …
  67. 67. Do these things Watch Your Process Triggers Only trigger change management for “real” changes—things that require real changes things review.
  68. 68. Summary
  69. 69. Q Q&A Change Management:One University s evolution from chaos to calm University’s
  70. 70. (THE FOLLOWING ARE OPTIONAL SLIDES)
  71. 71. Connections to Other Processes
  72. 72. Connections to other processes Project management Scrum/Agile software development
  73. 73. Projects & Products ECT ROLLPROJE INITIATE PLAN CLOSING OUT s) PRODUCTS S verables PRODUCT PRODUCT PRODUCT … #1 #2 #3(Deliv
  74. 74. Projects & Products ECT ROLLPROJE INITIATE PLAN CLOSING OUT s) PRODUCTS S verables PRODUCT PRODUCT PRODUCT … #1 #2 #3(Deliv THE KIND OF CHANGE MANAGEMENT WE’RE TALKING ABOUT GOES HERE
  75. 75. Projects & Products ECT ROLLPROJE INITIATE PLAN CLOSING OUT PROJECT SCOPE CHANGE MANAGEMENT IS CONFUSING TO PEOPLE s) PRODUCTS S verables PRODUCT PRODUCT PRODUCT … #1 #2 #3(Deliv
  76. 76. Scrum/Development & Change RequestsAp DevProcess Add to Ready to Development Verified in Backlog g Work and Testing g Production ppManagement Change Change Request Approve pp Scheduled and created CRQ Implemented
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