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People managers in IT service change management

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ITIL doesn’t speak to the role of the functional manager in IT service change management. And yet, prior to change management, functional managers usually set their team’s rules for changing production.

Clearly defining the role of functional managers in change management will help you implement or improve your process.

Learn how functional managers can help change management become more flexible to the needs of different IT teams without sacrificing quality--such as through defining managers’ authority and their on-going responsibilities, their role in change auditing and enforcement, and the decisions that managers can make within the change management process.

Published in: Technology, Business
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People managers in IT service change management

  1. 1. People managers in IT service change management JOHN BORWICK, MANAGER AND FOUNDER HIGHER EDUCATION IT MANAGEMENT, LLC
  2. 2. John Borwick, PMP®, ITIL® Expert  Wake Forest University, 2003-2012  Director of Service Mgt  PMO Director  Manager and Founder, HEIT Management Career goal: Make people’s lives easier by improving how higher education IT is managed. johnb@heitmgt.com
  3. 3. Higher Education IT Management, LLC  One-on-one coaching  Custom engagements  Blog http://www.heitmanagement.com
  4. 4. Agenda  Functional managers’ jobs  Brief change management guidance review  Functional manager buy-in for change management  Functional managers within the change management process  Q&A
  5. 5. People Managers (or “Functional Managers”) CIO Director, Appl ication Management Manager, Custom Development 30 people Manager, App lication Support 15 people
  6. 6. Processes span functions Team A Team B Team C Process: Change Management Process: Incident Management Process: …
  7. 7. Functional managers’ jobs
  8. 8. A Day in the Life of an (IT) Functional Manager 7:45 AM 8:07 AM 9:42 AM 10:17 AM 11:32 AM 1:30 PM 2:45 PM 3:28 PM 4:47 PM 5:35 PM Text from a sick employee Boss calls to ask why a server is down Write status report Call Bob to follow up on his status report Surprise budget planning session Performance planning meeting with Alice Reply to emails about upgrading servers Attend virtualization roll-out status update Begin drafting IT audit response Receive call from irate customer
  9. 9. Sample Responsibilities, Accountabilities, Authorities  RESPONSIBLE for setting expectations, motivating  RESPONSIBLE for removing roadblocks, knowing       what the team is doing ACCOUNTABLE for team performance, team coverage ACCOUNTABLE for a budget AUTHORITY to spend money AUTHORITY to hire and fire AUTHORITY to approve vacation AUTHORITY to define intra-team processes
  10. 10. Authority, responsibility, and accountability must be balanced Authority Responsibility Accountability
  11. 11. Functional managers are the default owner of unassigned work  Workplace safety  IT service continuity  Informal change approvals
  12. 12. Without a formal change management process, functional managers “figure it out”  “E-mail me before you change production”  “Make sure you talk together before you upgrade servers”
  13. 13. Brief change management guidance review
  14. 14. Change management process activities Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record
  15. 15. Roles for Change Management  Process owner  Change manager  Change initiator  Change practitioner  Change authority  CAB member  CAB chair
  16. 16. Processes span functions Team A Team B Team C Process: Change Management Process: Incident Management Process: …
  17. 17. Functional manager buy-in for change management
  18. 18. Is change management a good or a bad thing? (from a functional manager’s perspective) Bad Thing? Good Thing?  Less control over the  No longer accountable     change process Extra meetings Extra work Keeps staff from doing their jobs Mismatched accountabilities? for all changes; changes can be escalated  Better change visibility  Fewer surprises  Less work
  19. 19. Improve the perception of change management: balance accountabilities  Change authority responsible for approving changes  change authority accountable for the changes  Change manager responsible for prioritizing changes  change manager accountable for prioritization  Change management process owner responsible for defining the process  Change management process owner accountable to functional managers for process efficiency
  20. 20. How to balance accountabilities  RACI charts that include functional managers  Functional manager performance review templates  Change management scorecards  Senior management included in change management
  21. 21. Improve the perception of change management: clarify decision-making  Who decides whether to be on the cutting edge of software patches?  Who authorizes overtime for changes performed after hours?  Who consults customers?
  22. 22. Improve the perception of change management: find ways to reduce functional manager workload  Reports on change records  Replace existing meetings with CAB agenda items  Identify the budget impact of changes  Communicate changes so functional managers don’t have to  Prepare change management data for IT auditors
  23. 23. Meet with functional managers and follow up with them Meet Act Check Follow up Plan Do
  24. 24. Functional managers within the change management process
  25. 25. Process Compliance Functional managers should be…  RESPONSIBLE for team members learning about the change management process  ACCOUNTABLE for following the change management process
  26. 26. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record
  27. 27. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record 1. Ensure staff are creating RFCs. 2. Use change management rather than ad hoc processes.
  28. 28. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record Participate in change authorization
  29. 29. Change authorization High-Risk Changes: IT Governance Medium-Risk Changes: CAB Low-Risk Changes: Functional Managers
  30. 30. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record Pull reports on team work from change management
  31. 31. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record Ensure staff availability
  32. 32. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record Ensure all production work documented accurately
  33. 33. Functional managers in the change process Create and record RFC Review RFC Assess and evaluate change Authorize change build and test Coordinate change build and test Authorize change deployment Coordinate change deployment Review and close change record Learn from postimplementation reviews
  34. 34. Other considerations  Who addresses unauthorized changes?  How are functional managers involved in emergency changes?  Who decides to expedite changes?
  35. 35. Quick Review  Functional managers’ jobs  Change management guidance review  Functional manager buy-in for change management  Functional managers within the change management process
  36. 36. John Borwick, Manager and Founder Higher Education IT Management, LLC http://www.heitmanagement.com

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