Service Transition ensures that transition processes are streamlined, effective and efficient to minimize the risk of delay. Where there is major change there will be complexity and risk. The existing change management process may need to be standardized and enforced, with management commitment essential and clearly visible to stakeholders. Since change and risks cannot be avoided, services stakeholders must consider risk tolerance. By managing changes, you manage much of the potential risk changes can introduce.

1. 7th South East Europe ITSM Conference7th South East Europe ITSM Conference
Delivering Professional IT Services: Change, an Underestimated Value
Harris Apostolopoulos BEng(Hons), MSc, EMBA, PhDc
Strategic PM & Business Development Consultant
harris.apostolopoulos@gmail.com 05 Feb 2015

2. In Brief
Many organizations deliver significant change through formal
projects, and the failure to ensure that projects address the full Service
Management and operational requirements as well as the functional
requirements can be a costly, and risky for an organization.
Service Transition ensures that the transition processes are streamlined,
effective and efficient so that the risk of delay is minimizedeffective and efficient so that the risk of delay is minimized.
Where there is major change there will be complexity and risk. There
are usually many interdependencies to manage and conflicting priorities
to resolve, particularly as new and changed services transition and go live.
Service Transition takes into consideration aspects such as organizational
change and adaptation of the wider environment in which they operatechange and adaptation of the wider environment in which they operate
that would influence an organization’s use of the services and the
associated risks (ITILv3 Service Transition, p.3).

3. Agenda
Significance11
22 Change Management
Ch d Ri kCh d Ri k33
44 Summary
Change and RiskChange and Risk

4. Significance
• Market needs are constantly changing; leadership, communication, strategic business
planning, flexibility, speed, cultural adaptation and change management are more
than mandatory.
• Too much emphasis is given on deliverables or outcomes (e.g. Service capabilities),
or to the related processes (the way things have to be done).
• Uncontrolled changes regardless of size and complexity, can certainly pose risks, of
it d t j t d ff t j t i ti ’any magnitude, to projects and affect project success or even an organisation’s
coherence.
S ifi ll “S i T iti b t ti bl i t t i• Specifically “Service Transition best practices can enable improvements to services
and Service Management capability by ensuring that the introduction, deployment,
transfer and decommissioning of new or changed services is consistently well
managed” (ITILv3 Service Transition, p.3).g ( , p )

5. Services Life Cycle
Service
Design
Service
Strategy DesignStrategy
Service
Transition
Continual
Service
Improvement
Service
Operation
p
The ITIL® Core
Changes can happen during the whole services life cycle…

6. Change Definitions / Key Terms
• Change
(Service Transition) The addition, modification or removal of anything that could have an
effect on IT Services The Scope should include all IT Services Configuration Itemseffect on IT Services. The Scope should include all IT Services, Configuration Items,
Processes, Documentation, etc.
• Change Management
(Service Transition) The Process responsible for controlling the Lifecycle of all Changes(Service Transition) The Process responsible for controlling the Lifecycle of all Changes.
The primary objective of Change Management is to enable beneficial Changes to be
made, with minimum disruption to IT Services.
• Change Model
(Service Transition) A repeatable way of dealing with a particular Category of Change. A
Change Model defines specific pre-defined steps that will be followed for a change of this
Category. Change Models may be very simple, with no requirement for approval (e.g.
Password Reset) or may be very complex with many steps require approval (e g majorPassword Reset) or may be very complex with many steps require approval (e.g. major
software release).
• Request for Change
(Service Transition) A formal proposal for a Change to be made. An RFC includes details(Service Transition) A formal proposal for a Change to be made. An RFC includes details
of the proposed Change, and may be recorded on paper or electronically.

7. Change Management
Changes arise for a variety of reasons:g y
• Proactively, e.g. seeking business benefits such as reducing costs or improving
services or increasing the ease and effectiveness of supportg pp
• Reactively as a means of resolving errors and adapting to changing circumstances
Changes should be managed with a view to:g g
• Optimize risk exposure (supporting the risk profile required by the business)
• Minimize the severity of any impact and disruptionMinimize the severity of any impact and disruption
• Be successful at the first attempt
(ITILv3 Service Transition, p.42)

8. Change Process Flow
(ITILv3 Service Transition, p.49)

9. Changes Implementation to services through
Service Transition (Service Portfolio Example)
Policy:
All changes to the Service Portfolio or service catalogue are implemented through
C S
( p )
Change Management and the changes that are managed by the Service Transition
lifecycle stage are defined and agreed.
P i i lPrinciples:
• A single focal point for changes to the production services minimizes the probability of
conflicting changes and potential disruption to the production environmentconflicting changes and potential disruption to the production environment.
• People that do not have the authority to make a change or release into the production
environment should be prevented from having access.
• Familiarity with the Service Operations organization enhances mobilization and• Familiarity with the Service Operations organization enhances mobilization and
enables organizational change.
• Increasing knowledge and experience of the services and production environment
improves efficiency.p y
(ITILv3 Service Transition, p.25)

10. Changes Implementation to services through
Service Transition (cont.)
Principles:p
• Each release package will be designed and governed by a Request for Change
raised via the Change Management process to ensure effective control andg g p
traceability.
• Standardized methods and procedures are used for efficient and prompt handling of
all changes, in order to minimize the impact of change-related incidents on business
ti it i lit d kcontinuity, service quality and re-work.
• All updates to changes and releases are recorded against service assets and/or
configuration items in the Configuration Management System.
(ITILv3 Service Transition, p.25)

11. Best Practices
• The definition of a change is clearly definedg y
• Internal and external changes are differentiated
• Changes are justified through the development of a clear Business Case
• Changes to services are defined in a Service Design Package that Service TransitionChanges to services are defined in a Service Design Package that Service Transition
can use to measure the actual vs predicted progress and performance.
• The existing Change Management process may need to be standardized and
enforced.
• Management commitment to enforcing the process is essential, and it must be clearly
visible to all stakeholders.
• Configuration auditing aims to identify unauthorized changes
• Do not accept late requests for changes that cannot be properly managed
(ITILv3 Service Transition, p.25)

12. Risk(s)
• Potential risks can be found everywhere. The difficult part in not only to identify them
(hidden risks is more difficult to be found) but also to control them.
• Risk : A possible event that could cause harm or loss, or affect the ability to achieve
objectives (Service Transition v.3, p.243).
• A simplistic definition of risk in terms of probability of occurrence is:
Risk = Probability x Impact
• Change and Risk management integration seems necessary

13. Top five Change Risks
• ‘By managing changes, you manage much of the potential risk that changesy g g g , y g p g
can introduce’
 The top five risk indicators of poor Change Management are:p p g g
• Unauthorized changes (above zero is unacceptable)
• Unplanned outagesp g
• A low change success rate
• A high number of emergency changes
• Delayed project implementationsDelayed project implementations
(ITILv3 Service Transition, p.44)

14. Changes are associated to Risks
Risks have a tendency to grow exponentially with time if left unmanaged
Risk Profile
Risks have a tendency to grow exponentially with time if left unmanaged.
Drake (2005a, 2005b), cited via Service Transition v.3, p.143

15. The Seven Rs of Change Management
The following questions must be answered for all changes...
What is the REASON for the change?
What is the RETURN required from the change?
What are the RISKS involved in the change?
What RESOURCES are required to deliver the change?
Who is RESPONSIBLE for the build, test and implementation of the change?
What is the RELATIONSHIP between this change and other changes?What is the RELATIONSHIP between this change and other changes?
No change is without risk, changes have to be evaluated monitored & controlled!
(ITILv3 Service Transition, p.53)

16. The Emotional Cycle of Change
(ITILv3 Service Transition, p.162)

17. Change Categories Classification
Depending on a plethora of classifications, change can be categorised but not
limited to as:
• Individual
• Organisational
• Rules / Regulations
• Continuous / Discontinuous
• Structural / Restructure
• Cost cutting
• Process
• Evolutionary (step by step)
• Revolutionary (drastic)
• Strategic
• Cultural
• Technical
• System
• Transformational
• Risky / Controlled / Monitored
• Technological
• Planned / Unplanned
• Remedial
• Developmental
• Proactive / Reactive

18. Project Change Curve
source: http://www.leanhrm.com/change.html

19. Kotter’s Change Model
Error #1: Not Establishing a Great Enough Sense of Urgency
Error #2: Not Creating a Powerful Enough Guiding Coalition
Error #3: Lacking a Visiong
Error #4: Undercommunicating the Vision by a factor of Ten
Error #5: Not Removing Obstacles to the New VisionError #5: Not Removing Obstacles to the New Vision
Error #6: Not Systematically Planning for and Creating Short-Term Wins
Error #7: Declaring Victory Too Soon
Error #8: Not Anchoring Changes in the Corporation’s Culture
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review (March-April), 1-10.

20. Summary
Service Transition ensures that the transition processes are streamlined, effective and efficient so that the risk of
delay is minimized.11
22
Where there is major change there will be complexity and risk.
22
33 The existing Change Management process may need to be standardized and enforced. Management commitment to
enforcing the process is essential, and it must be clearly visible to all stakeholders.
The existing Change Management process may need to be standardized and enforced. Management commitment to
enforcing the process is essential, and it must be clearly visible to all stakeholders.
44
Since change and risks cannot be avoided services stakeholders have to take into account the levels of risk they
can tolerate. By managing changes, you manage much of the potential risk that changes can introduce.
The primary objective of Change Management is to enable beneficial Changes to be made with minimum disruption
As a ground rule, try not accept late requests for changes that cannot be properly managed..As a ground rule, try not accept late requests for changes that cannot be properly managed..
55
66
The primary objective of Change Management is to enable beneficial Changes to be made, with minimum disruption
to IT Services.
g y p q g p p y gg y p q g p p y g

21. “I do not believe you can do today’s job with
yesterday’s methods and be in business tomorrow”
Nelson Jackson
Delivering Professional IT Services; Change an
Underestimated Value
Th k Y !
Questions?
Thank You!
harris.apostolopoulos@gmail.com