This document discusses strategies for managing software change, including software maintenance, architectural evolution, and re-engineering. It explains that software change is inevitable as requirements, business needs, and errors change over time. The key strategies discussed are software maintenance, where the system structure remains stable but changes are made in response to new requirements; architectural transformation, where the system architecture is modified; and re-engineering, where no new functionality is added but the system is restructured. The challenges of managing changes to legacy systems are also addressed.
HP wanted to implement a new HR platform using Workday's software as a service to optimize HR processes, enable timely decision making, and give employees and managers more time. The existing HR systems were outdated, causing complex, manual workarounds and a poor user interface across multiple disconnected systems. The new system would make HR processes 80% more efficient, save an estimated $50 million annually, and allow HR managers to make more effective talent and location decisions through improved employee productivity and a regularly updated Workday environment.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
PE is a structured approach consisting of 5 phases to improve current process (DMAI2C) or to design new process (DMADV2) in a controlled efficient way.
Change management is an approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It involves managing the people-side of change using processes, tools, and techniques to achieve business goals. The typical change management process contains three phases - preparing for change, managing change through implementation, and reinforcing change to ensure it takes hold. This case study will examine how Toyota used change management for the first launch of one of their new vehicle models.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
The problem of Change has every company's full attention. This study translates the 2016 content agenda for the annual Pink Elephant conference on ITSM into a reference knowledge catalog of key ideas about IT-enablement of adaptability.
This document summarizes the efforts of Keeshond rescuers to help dogs from a puppy mill breeding operation in New York called Marjorie's Kennel. In 2013, over 100 Keeshonden were rescued from the kennel as the breeder agreed to retire. However, in 2014 she went back on the agreement and refused to release the remaining 50+ dogs. The rescuers have campaigned publicly through social media, letters, and the news to pressure the state of New York to enforce laws and free the dogs. Their ongoing mission is to rescue all the Keeshonden still at the kennel despite facing obstacles.
This document discusses strategies for managing software change, including software maintenance, architectural evolution, and re-engineering. It explains that software change is inevitable as requirements, business needs, and errors change over time. The key strategies discussed are software maintenance, where the system structure remains stable but changes are made in response to new requirements; architectural transformation, where the system architecture is modified; and re-engineering, where no new functionality is added but the system is restructured. The challenges of managing changes to legacy systems are also addressed.
HP wanted to implement a new HR platform using Workday's software as a service to optimize HR processes, enable timely decision making, and give employees and managers more time. The existing HR systems were outdated, causing complex, manual workarounds and a poor user interface across multiple disconnected systems. The new system would make HR processes 80% more efficient, save an estimated $50 million annually, and allow HR managers to make more effective talent and location decisions through improved employee productivity and a regularly updated Workday environment.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
PE is a structured approach consisting of 5 phases to improve current process (DMAI2C) or to design new process (DMADV2) in a controlled efficient way.
Change management is an approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It involves managing the people-side of change using processes, tools, and techniques to achieve business goals. The typical change management process contains three phases - preparing for change, managing change through implementation, and reinforcing change to ensure it takes hold. This case study will examine how Toyota used change management for the first launch of one of their new vehicle models.
The document presents a strategy for managing change by mapping stakeholders to positions on a football pitch based on their support. It recommends starting by understanding each stakeholder, delivering quick wins to move supporters higher, using influential supporters to affect others, aligning rewards, and eventually delivering big wins to shift most stakeholders to the top position, representing successful change. It advises against starting with hardcore detractors and suggests options for dealing with the few who remain at the end. The overall strategy is to "play the percentages" and focus on gaining momentum through supporters before confronting detractors.
The problem of Change has every company's full attention. This study translates the 2016 content agenda for the annual Pink Elephant conference on ITSM into a reference knowledge catalog of key ideas about IT-enablement of adaptability.
This document summarizes the efforts of Keeshond rescuers to help dogs from a puppy mill breeding operation in New York called Marjorie's Kennel. In 2013, over 100 Keeshonden were rescued from the kennel as the breeder agreed to retire. However, in 2014 she went back on the agreement and refused to release the remaining 50+ dogs. The rescuers have campaigned publicly through social media, letters, and the news to pressure the state of New York to enforce laws and free the dogs. Their ongoing mission is to rescue all the Keeshonden still at the kennel despite facing obstacles.
The document outlines COBIT 5.0 training schedules for December 2013, January 2014, and February 2014 in Dubai, Oman, and virtually. Various COBIT foundation, implementation, and assessor certification courses will be offered from 8-17 hours over 1-5 day periods in Dubai and Oman, with one virtual foundation course running from January 15-21.
Continuous is the word you must define to get the perfect blend of Agile, Lean & ITSM culture for business technology creation, delivery, management & improvement
The Vertically Integrated Apple Pie: How vertical integration drives the need...jmarkwort
The document discusses how vertical integration drives the need for standardized work and enables process improvement. Vertical integration is exemplified through the process of making an apple pie, from growing apples to baking the pie. Standardized work is important for establishing a shared understanding of what is acceptable and unacceptable quality. It allows processes to be stabilized and consistent results delivered. With standardized work in place, opportunities for further improvement can be identified through experimentation and applying the Plan-Do-Check-Adjust cycle.
The document discusses ING's efforts to combine agile development practices with traditional ITIL change management processes. It describes ING's history with siloed change management practices and the implementation of a standardized ITSM tool. While this increased governance, it also introduced complexity. ING then aimed to simplify processes while moving toward agility, but faced challenges ensuring compliance. The solution was to map ITIL change activities to agile practices like Scrum, and introduce a deployment procedure to capture required controls. This integrated approach allowed teams to work agilely while proving compliance.
Leading IT Service Management from Scrum to KanbanIan Jones
Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working.
Discover more at http://www.ianjones.co
1. The document outlines several IT service management processes including IT service continuity management, service level management, service catalog management, availability management, and information security management.
2. Each process section describes key activities and supporting automation tools used in areas like monitoring performance, managing issues, and meeting business requirements.
3. The document also maps relationships and information flows between the different service management processes.
Lean IT katsaus. Lean teollisuustuotannossa, palveluisssa, IT palveluissa, tuotekehityksessä ja ohjelmistotuotannossa. Lean IT käytännössä, Kanban, Scrum, Scrumban.
This document discusses applying risk management to IT. It defines risk as the likelihood of loss occurring due to an event caused by a vulnerability. It identifies categories of IT risk such as security, operations, compliance, staffing, and outsourcing. The 4 phases of risk management are described as risk identification, assessment, mitigation, and monitoring. Examples of IT risks like hardware failure, malware, theft, and loss of connectivity are provided. Risk mitigation strategies like avoiding, reducing, transferring, or accepting risk are outlined. The document emphasizes building multidisciplinary teams, brainstorming risks and mitigation measures, and weaving risk management into daily project management practices.
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This document provides an overview of John Willis and his background in DevOps. It then discusses several DevOps practices and principles like continuous delivery, version control, and automating everything. The rest of the document focuses on Docker specifically, covering topics like the Docker ecosystem, platform, and commercial solutions. It also discusses Docker usage growth over time and opportunities in China.
A short presentation at a CSC internal workshop of the prospects of using container technologies, especially Docker, in the context of High Performance Computing (HPC).
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Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
The document outlines COBIT 5.0 training schedules for December 2013, January 2014, and February 2014 in Dubai, Oman, and virtually. Various COBIT foundation, implementation, and assessor certification courses will be offered from 8-17 hours over 1-5 day periods in Dubai and Oman, with one virtual foundation course running from January 15-21.
Continuous is the word you must define to get the perfect blend of Agile, Lean & ITSM culture for business technology creation, delivery, management & improvement
The Vertically Integrated Apple Pie: How vertical integration drives the need...jmarkwort
The document discusses how vertical integration drives the need for standardized work and enables process improvement. Vertical integration is exemplified through the process of making an apple pie, from growing apples to baking the pie. Standardized work is important for establishing a shared understanding of what is acceptable and unacceptable quality. It allows processes to be stabilized and consistent results delivered. With standardized work in place, opportunities for further improvement can be identified through experimentation and applying the Plan-Do-Check-Adjust cycle.
The document discusses ING's efforts to combine agile development practices with traditional ITIL change management processes. It describes ING's history with siloed change management practices and the implementation of a standardized ITSM tool. While this increased governance, it also introduced complexity. ING then aimed to simplify processes while moving toward agility, but faced challenges ensuring compliance. The solution was to map ITIL change activities to agile practices like Scrum, and introduce a deployment procedure to capture required controls. This integrated approach allowed teams to work agilely while proving compliance.
Leading IT Service Management from Scrum to KanbanIan Jones
Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working.
Discover more at http://www.ianjones.co
1. The document outlines several IT service management processes including IT service continuity management, service level management, service catalog management, availability management, and information security management.
2. Each process section describes key activities and supporting automation tools used in areas like monitoring performance, managing issues, and meeting business requirements.
3. The document also maps relationships and information flows between the different service management processes.
Lean IT katsaus. Lean teollisuustuotannossa, palveluisssa, IT palveluissa, tuotekehityksessä ja ohjelmistotuotannossa. Lean IT käytännössä, Kanban, Scrum, Scrumban.
This document discusses applying risk management to IT. It defines risk as the likelihood of loss occurring due to an event caused by a vulnerability. It identifies categories of IT risk such as security, operations, compliance, staffing, and outsourcing. The 4 phases of risk management are described as risk identification, assessment, mitigation, and monitoring. Examples of IT risks like hardware failure, malware, theft, and loss of connectivity are provided. Risk mitigation strategies like avoiding, reducing, transferring, or accepting risk are outlined. The document emphasizes building multidisciplinary teams, brainstorming risks and mitigation measures, and weaving risk management into daily project management practices.
Alibaba Cloud Conference 2016 - Docker Open Source John Willis
This document provides an overview of John Willis and his background in DevOps. It then discusses several DevOps practices and principles like continuous delivery, version control, and automating everything. The rest of the document focuses on Docker specifically, covering topics like the Docker ecosystem, platform, and commercial solutions. It also discusses Docker usage growth over time and opportunities in China.
A short presentation at a CSC internal workshop of the prospects of using container technologies, especially Docker, in the context of High Performance Computing (HPC).
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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1. Technology Consulting | IT Strategy and Transformation
End-to-End Software Change
Management
Accenture Case Study
Evgeny Nedelko, February 2012
2. Original Problem Statement
• A big Russian bank needs to prioritise 12000 application change
requests received by IT Department annually, introducing clear
and simple criteria to reject 60% of requests, which don’t fit into
the budget.
• The existing prioritisation process is not transparent, rising
conflicts and substituting business needs with local politics.
• The resources of the System Analysis department are not enough
for the detailed analysis of each incoming request.
3. Detailed Analysis of the Process
There are more Subjective
12 000 Approval by a Development of than 9 000 requests Development,
Registration of prioritization 5000 of RFC
requests per Business system awaiting implemen- testing and
request tation and the to include in a per year
year owner requirements implementation
queue is growing SW release
Rejected 3 000
of requests per year
• Number of requested changes is much higher compared to the number of changes that go into
production (input12 000, implemented 5000). Some requests are rejected but not enough and
there is no formal rules causing a lot of complaints from users.
• Analysts and developers are overwhelmed processing requests that are not economically rational.
• The business users’ competition for IT resources causes frequent queue reshuffling resulting in
that some commenced developments never go into production.
• Business owners are overloaded by the flow of requests spending not enough attention on each
particular request, making impulsive, unjustified decisions.
4. Improved Change Management Process
Registration of Development of Definition of
12 000 Express Automatic
Queue no release scope. Development,
request and prioritization. functional 5000 of RFC
requests per evaluation of longer than Reject testing and
evaluation of Reject below requirements, outstanding per year
year costs threshold AA 2000 requests implementation
benefits refining estimates requests
Up to 5 000 requests Up to 2 000 requests
rejected per year rejected per year
• Analysts pulls most valuable requests to develop system requirements using the auto calculated
cost / benefits ratio.
• Requests are rejected on the first gate with a threshold leaving space to correct errors of
cost/benefits estimations.
• Analysts then refine both costs and benefits estimations while developing requirements.
• Developers pull the requests for a release in accordance with refined priority. Outstanding
requests are rejected.
• Business owners are permitted to change a priority of any request not yet included in a release,
when they can justify their decisions.
5. Improvement
The main idea of improvement is to move the Go/No Go decision
as early as possible in the process flow.
• Since the uncertainty at the beginning of the process is very
high, requests can be rejected at several steps of the process as
long as the confidence increases.
6. Focus cost reduction
• To reduce the actual cost of implementation, the existing best
practice in the bank was used: every big enough requirements
specification should include several implementation options.
• For example if somebody requests a internet shop, there could be
several option such as:
– a simple web page with a link to the pricelist.xls and contact email
– a ready to use PHP solution
– a full scale custom internet solution (such as Dell.com) integrated with the
corporate ERP
7. Calculator for Benefits Estimation
• To simplify the benefits estimation for users and to make the process repeatable,
a set of benefits categories was identified with respective formulas to calculate benefits.
• An open-source version of the benefits estimator is available online:
– http://benefits-estimator.googlecode.com/hg/benefits.html
8. Calculators excluded from open source version
– Impact on company’s reputation / customer behaviour
– Minimum capital requirements
– Railroad transportation
– Warehouse logistics
– Electric power consumption
9. Validation of benefits and costs
• To validate the costs standard project portfolio management
software is used capturing all timesheets and other associated
costs (hardware, licenses, etc).
• Validation of value is bit more tricky. There are two points of
validation introduced:
– As result of UAT, the users enter to the system the perceived extent to which
their goals where achieved.
– Also there are random audits performed by the controlling department 2-4
times a year, doing the evaluation of actual benefits achieved by the
improvement utilizing their financial tools and expertise. Variance between
actual achievements and estimates is used as equalizing coefficient for
estimates provided by users.
• After 2-3 years of implementation the methodology should be
updated since people will learn over time how to trick the system
10. Unresolved Issue
• While requests are raised by the business
users and analysed by the analysts
aligned to the business structure, Front-end Back-end Reporting
the software changes are implemented by system system system
developers aligned to the application
systems. Retail
request change change
• To support such matrix structure it would
be necessary to split many incoming SME
request
requests to several dev groups,
still calculating priority for original Corporate
business request summing up all cost request change change
estimates as a total cost. Public
• Even more complex case is when several request change
business requests are resolved by a single
…
system change.
• To implement such logic a reasonable
enhancement of the ticket management
system is required.
11. Benefits Estimation for the Improvement
Better selection of changes to be implemented along with reduction of
disturbance should raise the average benefits/cost ratio from 2:1 to 3:1
or more,
bringing the benefits equal or greater than the overall Bank’s budget
spent on application enhancements (about $30 mil. per year)