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People managers in IT service
change management

JOHN BORWICK, MANAGER AND FOUNDER
HIGHER EDUCATION IT MANAGEMENT, LLC
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
Higher Education IT Management, LLC
 One-on-one coaching

 Custom engagements
 Blog

http://www.heitmanagement.com
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
People Managers
(or “Functional Managers”)
CIO
Director, Appl
ication
Management
Manager,
Custom
Development
30 people

Manager, App
lication
Support
15 people
Processes span functions

Team A

Team B

Team C

Process: Change Management
Process: Incident Management
Process: …
Functional managers’ jobs
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
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
Authority, responsibility, and accountability must
be balanced

Authority

Responsibility

Accountability
Functional managers are the default owner of
unassigned work
 Workplace safety
 IT service continuity
 Informal change approvals
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”
Brief change management
guidance review
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
Roles for Change Management
 Process owner
 Change manager
 Change initiator
 Change practitioner
 Change authority
 CAB member
 CAB chair
Processes span functions

Team A

Team B

Team C

Process: Change Management
Process: Incident Management
Process: …
Functional manager buy-in for
change management
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
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
How to balance accountabilities
 RACI charts that include functional managers
 Functional manager performance review templates
 Change management scorecards
 Senior management included in change management
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?
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
Meet with functional managers and follow up
with them

Meet

Act
Check
Follow up

Plan
Do
Functional managers within the
change management process
Process Compliance
Functional managers should be…
 RESPONSIBLE for team members learning about
the change management process
 ACCOUNTABLE for following the change
management process
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
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.
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
Change authorization

High-Risk Changes: IT
Governance
Medium-Risk Changes:
CAB

Low-Risk Changes:
Functional Managers
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
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
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
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
Other considerations
 Who addresses unauthorized changes?
 How are functional managers involved in emergency

changes?
 Who decides to expedite changes?
Quick Review
 Functional managers’ jobs
 Change management guidance review
 Functional manager buy-in for change management
 Functional managers within the change management

process
John Borwick, Manager and Founder
Higher Education IT Management, LLC
http://www.heitmanagement.com

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People managers in IT service change management

  • 1. People managers in IT service change management JOHN BORWICK, MANAGER AND FOUNDER HIGHER EDUCATION IT MANAGEMENT, LLC
  • 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. Higher Education IT Management, LLC  One-on-one coaching  Custom engagements  Blog http://www.heitmanagement.com
  • 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. People Managers (or “Functional Managers”) CIO Director, Appl ication Management Manager, Custom Development 30 people Manager, App lication Support 15 people
  • 6. Processes span functions Team A Team B Team C Process: Change Management Process: Incident Management Process: …
  • 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. 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. Authority, responsibility, and accountability must be balanced Authority Responsibility Accountability
  • 11. Functional managers are the default owner of unassigned work  Workplace safety  IT service continuity  Informal change approvals
  • 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”
  • 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. Roles for Change Management  Process owner  Change manager  Change initiator  Change practitioner  Change authority  CAB member  CAB chair
  • 16. Processes span functions Team A Team B Team C Process: Change Management Process: Incident Management Process: …
  • 17. Functional manager buy-in for change management
  • 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. 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. 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. 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. 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. Meet with functional managers and follow up with them Meet Act Check Follow up Plan Do
  • 24. Functional managers within the change management process
  • 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. 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. 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. 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. Change authorization High-Risk Changes: IT Governance Medium-Risk Changes: CAB Low-Risk Changes: Functional Managers
  • 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. 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. 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. 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. Other considerations  Who addresses unauthorized changes?  How are functional managers involved in emergency changes?  Who decides to expedite changes?
  • 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. John Borwick, Manager and Founder Higher Education IT Management, LLC http://www.heitmanagement.com

Editor's Notes

  1. Responsible for setting expectations, Accountable for team performance, Authority to hire and fire.