Implementing ITIL Change Management
in a Global Organization
Presenter: Paul Fibkins, Senior VP Global Process Owner
Paul shares his practical experience Implementing ITIL Change Management Best Practices in a Global Financial Organization. He will describe their journey - from 100 fiefdoms to an ITIL federation that includes getting 10,000 IT professionals making 10,000 changes a week to row in the same direction.
Implementing ITIL Change Management
in a Global Organization
Presenter: Paul Fibkins, Senior VP Global Process Owner
Paul shares his practical experience Implementing ITIL Change Management Best Practices in a Global Financial Organization. He will describe their journey - from 100 fiefdoms to an ITIL federation that includes getting 10,000 IT professionals making 10,000 changes a week to row in the same direction.
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Focused Improvement is one of the key pillars of TPM. Also known as Kobetsu Kaizen in Japanese, this presentation provides shopfloor TPM teams, including production workers, maintenance technicians, engineers, and managers a strong framework for further improving equipment performance as well as eliminating the 16 big losses.
As distinguished from Autonomous Maintenance, in which the main goal is to restore basic conditions to prevent accelerated deterioration, Focused Improvement looks at weaknesses that everyone previously thought were unavoidable.
Developed by our JIPM-certified TPM Instructor, this training presentation teaches you the knowledge and skills for planning, organizing and implementing Focused Improvement activities in the workplace. It includes the step by step process and the common analytical tools and techniques for Focused Improvement.ย
LEARNING OBJECTIVESโ
1. Understand what is Focused Improvement and why it is important in TPM implementation
2. Acquire knowledge on how to plan and organize Focused Improvement activities
3. Describe the Focused Improvement approach and the common analytical tools
4. Gain practical tips for sustaining Focused Improvement activities and the key factors for success
CONTENTS
1. Introduction to Focused Improvement
2. What is Focused Improvement?
3. Planning and Organizing for Focused Improvement
4. The 8 Steps of Focused Improvement
5. Common Tools & Techniques for Focused Improvement
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
SoftExpert BPM is a comprehensive suite of seamlessly integrated modules and components designed to manage the entire Business Process Management [BPM] lifecycle and support the needs of all BPM stakeholders in the company, including management, work teams, IT teams and business analysts. The solution also provides a fully integrated Enterprise Content Management Suite that allows businesses to realize the strategic benefits of a common application platform while streamlining everyday business activities, connecting and sharing knowledge throughout the organization. The main outcome is a BPM Suite that delivers greater agility, ensures faster ROI and lower TCO than the competitive solutions.
Outsourcing is more than moving bodies. It is an art and science. It is yet not mastered with newer ideas, newer opportunities to learn and share for all alike arising on the go. So much revolves around this body - organisation structures, tools, technology, people, emotions, ideas and much more waiting to be taken to next level.
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Focused Improvement is one of the key pillars of TPM. Also known as Kobetsu Kaizen in Japanese, this presentation provides shopfloor TPM teams, including production workers, maintenance technicians, engineers, and managers a strong framework for further improving equipment performance as well as eliminating the 16 big losses.
As distinguished from Autonomous Maintenance, in which the main goal is to restore basic conditions to prevent accelerated deterioration, Focused Improvement looks at weaknesses that everyone previously thought were unavoidable.
Developed by our JIPM-certified TPM Instructor, this training presentation teaches you the knowledge and skills for planning, organizing and implementing Focused Improvement activities in the workplace. It includes the step by step process and the common analytical tools and techniques for Focused Improvement.ย
LEARNING OBJECTIVESโ
1. Understand what is Focused Improvement and why it is important in TPM implementation
2. Acquire knowledge on how to plan and organize Focused Improvement activities
3. Describe the Focused Improvement approach and the common analytical tools
4. Gain practical tips for sustaining Focused Improvement activities and the key factors for success
CONTENTS
1. Introduction to Focused Improvement
2. What is Focused Improvement?
3. Planning and Organizing for Focused Improvement
4. The 8 Steps of Focused Improvement
5. Common Tools & Techniques for Focused Improvement
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
SoftExpert BPM is a comprehensive suite of seamlessly integrated modules and components designed to manage the entire Business Process Management [BPM] lifecycle and support the needs of all BPM stakeholders in the company, including management, work teams, IT teams and business analysts. The solution also provides a fully integrated Enterprise Content Management Suite that allows businesses to realize the strategic benefits of a common application platform while streamlining everyday business activities, connecting and sharing knowledge throughout the organization. The main outcome is a BPM Suite that delivers greater agility, ensures faster ROI and lower TCO than the competitive solutions.
Outsourcing is more than moving bodies. It is an art and science. It is yet not mastered with newer ideas, newer opportunities to learn and share for all alike arising on the go. So much revolves around this body - organisation structures, tools, technology, people, emotions, ideas and much more waiting to be taken to next level.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 Rโs of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITILยฎ Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Encouraging Business Excellence through Continuous ImprovementGroup50 Consulting
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Customers, stockholders, and employees are just a few of the parties that will benefit when a company implements a continuous improvement program. On the other hand, a company should not implement continuous improvement just once and then stop.
Effective Techniques For CM Implementation In OrganizationsGroup50 Consulting
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Change management refers to the strategies and methods used by a firm to accomplish change across both its internal and external procedures. A failure in CM implementation can harm overall business operations, productivity levels, and income streams
Organizations have many parts that must work together. Engineering Organizational Change guides you to alter your company, making an envisioned change by modifying processes, plant/equipment/tools, and performance management systems.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
IT Service Management (ITSM) Model for Business & IT AlignementRick Lemieux
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Todayโs multi-faceted business world demands that Information Technology provide its services in the context of a fully integrated corporate strategic model. This transformation becomes possible when IT evolves from its technological heritage into a Business Technical Organization, or an โinternal service provider.โ This paper describes how the itSM Solutions reference model integrates five widely used service management domains to create a powerful model to guide IT in its journey into the business leadership circle.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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1. The workable, practical guide to Do IT Yourself
Vol. 4.08 โข February 19, 2008
Accelerating Change Management
By Hank Marquis
F ew realize Change Management has two purposes: to limit change-related incidents and
to improve the efficiency and effectiveness of day-to-day operations. Yet, that last part is
what most implementers forget, often resulting in a Change Management process
perceived by staff as bureaucratic, unrealistic, and impossible to manage.
However, the ITIL has a solution that may be able to improve your efficiency and effectiveness, cut your Change backlog,
and make IT staff more content and empowered! The secret is using Standard Changes correctly.
The ITIL describes a Standard Change as โ...a change to the infrastructure that follows an established path, is relatively
common, and is the accepted solution to a specific requirement or set of requirements.โ
The following 7 steps outline how to identify candidates for Standard Changes, implement them, and ensure they function
properly.
1. Create a Process for Authorizing Standard Changes. Create a Request For Change (RFC), involve the Change
Advisory Board (CAB), and create a formal process for the identification, definition, implementation and
management of Standard Changes.
a. The Standard Change requires pre-approval by Change Management before authorization. Once approved,
they no longer require change management approval on a case-by-case basis.
b. Establish regular audit and review to make sure that as the organization changes, Standard Changes remain
appropriate. Change Management is a dynamic process and should itself be under Change Management
control!
c. Establish specific authorizations for an approved group. Be specific here, only the authorized group has
permission to perform the Standard Change under certain conditions.
d. All standard changes require reporting on a regular basis. Put in place regular reporting, audit and review
processes. First to track work completed; and secondly to evaluate โbโ above.
e. Create and agree to a definition of those change types that are candidates for Standard Changes, for example,
"Customer Service Requests as documented in Service Level Agreements," or other similar definitions.
2. Identify Candidates for Standard Changes. While not all-inclusive, the following steps can help to identify
candidates for Standard Changes.
a. Ask IT Staff what changes or activities they think ought to become Standard Changes.
b. Review the change log and history for the Changes done most often. Be sure to involve functional management
as well as technical staff in this evaluation.
c. Look for tasks that are well known, proven, and "done every day." These are the ones you should document and
institutionalize.
d. Consider who is to perform work. Many Standard Changes begin at the Service Desk in response to Service
Requests.
e. If cost is a factor, seek those changes where budgetary approval lies with requester.
3. Document a Standard Operating Procedure (SOP). The SOP lies at the heart of the Standard Change. The
SOP defines when (and when not), where, how, by whom and under what circumstances the Standard Change
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2. occurs.
a. Define the scope and timeframe for authorization.
b. Allow the group approved to perform the Standard Change to drive the SOP creation. This captures their
organization skill-set and their buy-in to the Standard Change. Failure to perform this step will almost
certainly result in the exact opposite of what you desire.
c. Do not forget to include procedures for failed Standard Changes. Change Management, and the designated
lead or contact from the technical functional group that โownsโ the Standard Change must examine every
occurrence of failures when performing the Standard Change.
d. The approved group must record, track and report all changes made to Change Management.
4. Authorize the Standard Change as Low in Organization as Appropriate. After establishing the SOP for the
Standard Change, review it to see if it a lower level of the organization can perform the task. The goal is to empower
the lowest appropriate level of IT staff to perform the task. Over time as the ability to perform the Standard Change
increases, it becomes "part of what we do here" -- and becomes institutionalized as the "new normal."
5. Train, Test, and Release. Communicate as the SOP and the Standard Change process evolves. Keep those who
will do the work up to date on status.
a. Before releasing, train staff in how to use the SOP; and if required, how to perform the tasks contained within
the SOP.
b. Have involved staff perform supervised tests to ensure their capability and success.
c. Publish a date when the new process and the SOP "goes live".
6. Put the SOP (and the Standard Change Process) Under Change Management Control. That is, allow no
changes or modifications to the SOP without formal Change Management review.
7. Manage, Monitor, Audit and Report. Review the success of the SOP, and of the Standard Change process, to
make sure they are indeed appropriate.
a. Reporting should show no adverse impact due to the Standard Changes.
b. Reporting should show a percent reduction in change backlog.
Standard Changes empower an organization, involve IT Staff, reduce bureaucracy, improve performance, and cost
virtually nothing to implement!
Involving the functional groups and IT Staff that will actually do the work under the Standard Change allows you to
absorb and formalize what they already know. Those involved will feel empowered and a part of the Change Management
process. In effect, they will be driving the process from their perspective.
Allowing your staff to make changes they are competent and capable of performing has the added bonus of spreading the
work of Change Management around the organization. Benefits of this include:
A Wider Appreciation of Change Management โ Involving all levels of staff (even customers and vendors where
appropriate) helps all involved understand the needs and benefits of Change Management.
Staff Empowerment โ Since they helped develop the SOP, this is "their process" and they will tend to enforce it
among and between themselves in ways that mandates simply cannot achieve.
Increased Efficiency and Effectiveness โ The Change Manager, relieved of the work now decentralized
throughout the organization, has more time to focus on those Changes that do require stringent control, ensuring
higher quality of changes.
Summary
Institutionalizing work that is already getting done in your organization as Standard Changes can help you achieve the
twin goals of Change Management: limit change-related incidents and improve the efficiency and effectiveness of day-today operations. You will also have a reduced backlog, a happier staff that is more empowered and committed, and no one
will feel that Change Management is bureaucratic, unrealistic, and impossible to manage!
Entire Contents ยฉ 2007 itSM Solutionsยฎ LLC. All Rights Reserved.
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3. ITIL ยฎ and IT Infrastructure Library ยฎ are Registered Trade Marks of the Office of Government Commerce and is used here by itSM Solutions LLC under license from and with the permission of OGC
(Trade Mark License No. 0002).
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