Wake Forest University CAB an ITSM Academy Webinar
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Wake Forest University CAB an ITSM Academy Webinar

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Change Management: ...

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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  • 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. 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. Wake Forest University
  • 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. 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. Timeline
  • 7. Scope, assumptions, and vocabularyy
  • 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. 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. 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. Change managementimplementation, and change management v2 t 2
  • 12. Gaining Buy-In
  • 13. Gaining Buy-In "I want change control." -Mike Spano, Interim CIO (December 2007)
  • 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. ITIL s 4 P sITIL’s “4 P’s” People Process Products (Technology) Partners
  • 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. 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. 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. The Process
  • 20. The Process - Linear - Designed by one person - Same process for all changes
  • 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. The Partners Consultants attending the interim CIO John B eventually attended ITIL v2 Release & Control
  • 23. Opportunities for Improvement• Approvals too slow• Rubber-stamp Rubber stamp approvals• Lots of emergency changes• One size fits all
  • 24. Then the Interim CIO Left Change Management v2
  • 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. 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. In change management v1, all changes wereapproved by the CAB.Turn on a newserviceMinor applicationupgrade CABAdd record for HR
  • 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. 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. 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. 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. Timeline, 2008-March 2010
  • 33. Overall Timeline
  • 34. Let’s focus on the first half,2008-March 2010
  • 35. Here are the events John talked about
  • 36. Metric tracking
  • 37. Rita and Angie take on changemanagement
  • 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. Change management v2
  • 40. Changes by approval type
  • 41. Pre-approved changes, andseparating CAB from MB
  • 42. Tool upgrade
  • 43. How to make everyone mad at you( g(again) )
  • 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. new tool started to calm the chaosTiming – easier to track different change typesFields with workflowApproval proxiesPerformance ratings
  • 46. March 2010-Now
  • 47. March 2010-Now
  • 48. Tracking and auditing with new fields
  • 49. More CAB meeting improvements
  • 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. Why are emergency changeshappening?
  • 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. Putting out fires...
  • 54. Monthly Operational Report
  • 55. “Work Units”
  • 56. Remedy/Google Calendar integration
  • 57. What does the CAB agenda look y like today?
  • 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. What You Should Do to Reduce the Chaos
  • 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. 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. 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. 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. Do these things Have written rules, process Governing documents that are updated regularly We are on version 13 We review twice annually
  • 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. Do these things Delegate approval authority Deputy CIO Directors Managers, Managers …
  • 67. Do these things Watch Your Process Triggers Only trigger change management for “real” changes—things that require real changes things review.
  • 68. Summary
  • 69. Q Q&A Change Management:One University s evolution from chaos to calm University’s
  • 70. (THE FOLLOWING ARE OPTIONAL SLIDES)
  • 71. Connections to Other Processes
  • 72. Connections to other processes Project management Scrum/Agile software development
  • 73. Projects & Products ECT ROLLPROJE INITIATE PLAN CLOSING OUT s) PRODUCTS S verables PRODUCT PRODUCT PRODUCT … #1 #2 #3(Deliv
  • 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. 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. 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