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Production Change Management

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Logically managing change beyond the development arena is increasingly important as the complexity of production escalates through the diversifying and accelerating interactions in the Production arena.

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Production Change Management

  1. 1. Managing Production Change Change beyond Development
  2. 2. The Management of Change The term Change Management is a contraction of “management of the impact risks of proposed change”. That highlights the ability required to recognize and understand what is at risk. A change, by definition, also refers to a known current state and to a difference between the current state and a desired future state. Logically, that state can refer to any specific characteristic, including states such as: position arrangement integrity stability direction size formulation coherence range
  3. 3. The Impact of Change The primary source of importance in a given state is that it corresponds to an intended ability such as a function, an operation enabled by a function, or a production enabled by an operation. In terms of value, a change to a state is significant according to the influence the change will have on the continued occurrence or presence of the ability. Controlscope scale more more more production function operation intent method ability business responsibility department Controlscope scale more more
  4. 4. Production versus Development Development creates resources and facilitators that provide capability to Production. Production can be organized around capabilities, but current Production is not organized around the change that occurs within development. Production can be improved (enhance) or transformed (renovate or innovate) according to the ability of changes within development to create usable new capabilities. Therefore, the primary management interface between Development and Production is Design, which includes the planning of both the strategy and deployment of capabilities. In this way – as part of management – production change can be planned. development production changes changes design reqmts reqmts Business Service Operations implement support ©2015MalcolmRyder/ArchestraResearch
  5. 5. Why Change Is Risky Proposed changes to or within the production environment have implications that get the direct attention of management and that, on assessment, influence the decision to promote or suppress the change. Management’s concern is about the compatibility of a recovery, extension or introduction of a capability to the desired equilibrium of a systemic intentional ability of an organization. The organization in question is some configuration of a workforce, whether small or large in scale, and whether technological or human in composition. intent method ability Active as a coherent System, and relevant to a known supported use case.
  6. 6. What is Production Change Management, and Why? Specifically, the management of the proposed change is: managing decisions about Resource Commitment vs. Operating Risks related to the change. The importance of a proposed change is what gets it under assessment. The issue decided in the management of the implications is accountability: “how do we know whether expending resource level X to handle risk level Y is a good enough response? Production Change management seeks to determine if there is a “good enough for now” by looking for a rational balance of the current resource and probable impact to reach “good enough”.
  7. 7. The Operating System The systemic ability of the organization refers to its operations, which include maintaining their own “normal” persistence and resilience in the effective execution of a purpose. Within that 3-dimensional state, a change can raise or lower any of those three attributes. Because recovery, extension or introduction of a capability is always intentional, the focus of change management is always on a potential future impact of a designated further action against a known current state. The desired equilibrium is a specified objective: a future state that can be either the same as or different from any prior state. The management effort respects the objective when deciding on the way that resources will be committed against risks to equilibrium. resilient effective more more more System Status Values (x) (z) (y)
  8. 8. Production Complexity Technologies continue to advance, in ways that support an exponential increase in the variety and frequency of possible interactions between entities (people, tools, processes, machines) that are already developed and not changing. Their ability to interact spontaneously means that there is continual possibility of change to the structural arrangement of production. They are the source of both resourcefulness and risk. Consequently, in order to assume any predictability of meeting intent, behavior protocols become increasingly necessary to specify and pro-actively defend. “Rules of order”, thresholds, policies, agreements, and other aspects of governance necessarily become monitored prerequisites in the conception and assessment of proposed change. The potential scale and scope of complexity exceeds the ability to track them without automation.
  9. 9. Future Management of Change In the management matrix below, Resource types (rows) are cross-referenced against Risk areas (columns). The data seen in this matrix are sourced from numerous integrated or collaborating information systems. Going forward, assume that machine data, big data, and simulation will together provide automated digital information processing that, for any request for change, will span this same data set to: • identify norms, versus exceptions and contingencies; • compare contingency options versus outcomes; • and model the recommended response to the request for change, based on business rules. @scope requested Compliance Business continuity Economy Architecture Function Support RACI Role History Service Certification Procedure Money Expense approval Budget Asset allocation Standard Requisition Time Schedule Monitoring Work Rate Exceptions Assignments Method Policy Practice Process Reference Tasks Design Test Demand Scale Configuration Class ©2015 Malcolm Ryder / Archestra Research
  10. 10. ©2015 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com

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