The document summarizes Cathy Kirch's presentation on implementing an enterprise change management process at Allstate Insurance. It provides an overview of Allstate, defines enterprise change management, and outlines Allstate's process for implementing an enterprise-wide change management system, including defining goals and metrics, assigning resources, creating a project schedule, planning training, and developing an onboarding process. It emphasizes the benefits of a common change management process and provides examples of metrics and policies that could be used to measure success.

1. © 2007 Allstate Insurance Company
An Enterprise Rollout of
Change Management
Cathy A. Kirch
12th Annual International
IT Service Management
Conference and Exhibition

2. April 30, 20152
AgendaAgenda
• Allstate Insurance at a Glance
• Enterprise Change Management – what is it?
• Implementing an Enterprise Change Management
process
• How do we know we achieved our goal?

3. April 30, 20153
• The nation's largest publicly held personal lines
insurer of homes and autos
• Fortune 100 company, selling 13 major lines of
insurance, including auto, property, life and
commercial
• Corporate headquarters is in Northbrook, Illinois
• Revenues over $33 billion
• More than 20 million customers in the U.S. and
Canada
• Over 40,000 employees with operations in 49 states,
Canada, with technology operations located around
the globe
Allstate Overview

4. April 30, 20154
Allstate Insurance at a GlanceAllstate Insurance at a Glance
Allstate’s Technology Environment
• High-Speed Networking
• Integration Architecture
• J2EE and .Net
• Large Scale Networks
• Message Brokering
• Performance Management
• Rich Media Management
• Service Oriented Architecture
• Unix, Windows and Mainframe platforms
• Web Content Management
• Web Services
• Advanced Analytics
• Business Process Management
• Capacity Planning
• Data Warehousing
• Document Imaging
• Enterprise Content Management
• Enterprise Databases
• Enterprise Information Integration
• ETL (Extract, Transform, Load) Tools
• Financial Applications
• High-Availability and Disaster Recovery
• Multiple operating systems
• Multiple technology platforms
• Multiple database systems
• 10,000+ IT employees
• 5,000+ software applications
• 100,000+ desktop computers supported
Applications and Services

5. April 30, 20155
AgendaAgenda
• Allstate Insurance at a Glance
• Enterprise Change Management –
what is it?
• Implementing an Enterprise Change Management
process
• How do we know we achieved our goal?

6. April 30, 20156
There are a number of Change Management Activities that are used to insure consistency:
• Record the change
• Review the request for change
• Assess & evaluate change
• Categorize & authorize change
• Coordinate change implementation
• Review & close change record
• Process level activities
• Change Level activities
• Pre-recorded change categorizations
• Monitoring and reporting on the implementation
• Reviewing and closing Requests for Change (RFC’s)
Enterprise Change Management - what is it?
The goal of Enterprise Change Management is to ensure that standardized
methods and procedures are used for efficient and prompt handling of all changes
in order to minimize the impact of any related Incidents upon service

7. April 30, 20157
Enterprise Change Management - what is it?
Each Change Management Activity is represented in the high-level process flow for
Enterprise Change Management
Enterprise Change Management Process Flow

8. April 30, 20158
AgendaAgenda
• Allstate Insurance at a Glance
• Enterprise Change Management – what is it?
• Implementing an Enterprise
Change Management process
• How do we know we achieved our goal?

9. April 30, 20159
Research shows that advanced availability requires a rigorous IT
Change Management Process; an average of 80 percent of unplanned application
downtime is caused by application failures and operator errors
Causes of Unplanned Application Downtime
Enterprises desiring 98 percent or
greater application availability
should plan for it during application
design; build in infrastructure
redundancies; and implement
rigorous IT change, problem and
measurement management
processes.
Increasing Application Availability
Source: Gartner Group
Implementing an Enterprise Change
Management Process

10. April 30, 201510
Benefits for the application/business organization:
• Common process language and repeatable procedures - reduce the
learning curve from one area to another
• Increased visibility into support activities - see what is being working on
and where improvements can be made
• Improved visibility to scheduled changes, reduced change collision
• Support metrics - allows for trending analysis and process improvement
• Measurable processes - what’s working, what’s not
• Compliance with regulatory requirements (Change Mgt - SOX)
By having defined and documented procedures you will be able to support
common processes across Application and Infrastructure - Change and
Configuration Management
Implementing an Enterprise Change
Management Process

11. April 30, 201511
Getting Started:
• Gain executive sponsorship
• Staff the project team
• Define the vision, mission and scope
• Understand the current state
• Define the resources: people, process and technology
• Define the measures of success
• Create the project schedule
• Plan for education/training and communication
• Develop a repeatable on boarding approach
When leveraging an Enterprise Change Management Process there is a defined
methodology that should be followed to position a project for success
Note: Examples will be shown for italicized items
Implementing an Enterprise Change
Management Process

12. April 30, 201512
For Allstate Technology & Operations (ATO) to define, implement and leverage
common Change Management and Configuration Management processes, in
support and alignment of the Allstate business objectives and goals
Vision:
Mission:
Define the vision and mission Example
Create a cross-functional team of resources from within ATO to develop and
implement enterprise policies, procedures, tools and automation for the Change
Management and Configuration Management processes. The team will need to
leverage a combined framework of best practices from CMMI, ITIL and CobiT
Implementing an Enterprise Change
Management Process

13. April 30, 201513
Define the scope Example
• Execute an enterprise enrollment for
Allstate services
• Consistency in Change Management
Process and policy
• Formalized roles and responsibilities
• Consistent training for process and tool
• Consistent risk assessment
• Change categorization
Scope:
Implementing an Enterprise Change
Management Process

14. April 30, 201514
Understand the Current State Example
What is the current state?
• Important first step: include a baseline; Allstate’s
Change is at a defined and documented level based on
in-house assessment aligned to CobiT and ITIL
frameworks
Visible evidence of:
• Documented processes and procedures
• Policy statement
• Roles and responsibilities
• Repeatable education and training
• Communications
• Metrics measurement and reporting with remediation
• Change Advisory Board
• Senior Leadership involvement
Key Questions:
Implementing an Enterprise Change
Management Process

15. April 30, 201515
Define the resources: people, process and technology Example
• Project Lead
• Project Manager
• Change Manager
• Configuration Manager
• Change Coordinators
• Configuration Item Owners
• E&T Coordinator
• Communications Coordinator
Assigning Resources:
Implementing an Enterprise Change
Management Process
ECM
People
Process Technology

16. April 30, 201516
Define the measures of success Example
Project Measurements:
Implementing an Enterprise Change
Management Process
• Key Performance Indicator should be
established to manage the implementation
activity
• Culture changes through education, and
project performance chosen and agreed to
by leaders and project team
• Project meetings to gain status and provide
necessary action
• Leadership scorecards will show results
Define the Key Performance Indicators
Gain Alignment of Leaders & Project Staff
Track Progress
Report Progress

17. April 30, 201517
Create the project schedule Example
Project Components:
Implementing an Enterprise Change
Management Process
• Define critical Milestones and
Deliverables
• Define resource, effort, duration, target
dates
• Touch key process areas for Policy, E&T,
Communication and process flow
• Project Initiation
• Execution
- Implementation
- Current State Assessment
• Education & Training
• Closure

18. April 30, 201518
Plan for education/training and communication Example
• Framework education
• Logistics
• Availability of students and instructors
• Measures of success
• Train the trainer
Framework & Role-Based Training:
Implementing an Enterprise Change
Management Process
Define your
tasks, effort,
duration, start
time

19. April 30, 201519
Develop a repeatable on-boarding approach Example
On-Boarding Kit:
Implementing an Enterprise Change
Management Process
• The purpose of the on-boarding kit is to
define a repeatable process that all areas
can leverage
• Utilizes the project schedule format
• Includes tool administration & utilization
• Creates step-by-step change categorization
• Includes categorization approval

20. April 30, 201520
AgendaAgenda
• Allstate Insurance at a Glance
• Enterprise Change Management – what is it?
• Implementing an Enterprise Change Management
process
• How do we know we achieved our
goal?

21. April 30, 201521
There are a number indicators that can be used to determine and communicate a
project’s success
Measurements:
Project schedule
Leadership Scorecard
Training Results
Metrics – number of groups increased
Number of change categorizations created and utilized
Increased change orders/requests
How do we know we achieved our goal?

22. April 30, 201522
Project On-Boarding Status
Present current and planned status
Group 1:
• On plan for Completion
Group 2:
• Honest status – warning signs
Group 3:
• Late Start – execution as promised?
• Developed plans to complete
Project Schedule Example
The scope is to engage and enroll Allstate Technology & Operations into a common
Enterprise Change Management (ECM) process. Includes key deliverables: change
categorization, change orders (USD), policies, procedures and roles and responsibilities
Project Goal
How do we know we achieved our goal?

23. April 30, 201523
Leadership Scorecard Example
The benefits of a scorecard include the visual representation of success,
risks, and dependencies for successful completion
How do we know we achieved our goal?
Cumulative status
relating back to the
initial survey

24. April 30, 201524
Training Results Example
Participants were asked to measure their awareness and understanding of
key concepts related to ITIL for both pre and post ITIL101 Training
How do we know we achieved our goal?

25. April 30, 201525
How do we know we achieved our goal?
Reporting:
• Forward Schedule Calendar expanded
• New change groups established and utilized in the tool
• Application – level reports for upcoming changes, risk, and impact
Visible results of a successful Enterprise rollout
Change Categorization:
Example

26. April 30, 201526
How do we know we achieved our goal?
Visible results of a successful Enterprise rollout
Execution across boundaries, together:
• Joint Change Freeze - support application rollouts
• Heightened awareness and review around all required changes
• Executive-level approval for exception handling
• Specific policy around change freeze
Change Freeze Policy:
• Change Freeze is a general directive to cease all change activity or to highly restrict
change activity on shared infrastructure. The intent of a change freeze is to provide
increased stability to an application or the infrastructure for some period of time.
• Change Chill is a general directive to restrict discretionary change activity.
Discretionary change activity normally has to do with IS internal projects. During a
change chill, changes that are related to client deliverables and security continue to be
done.
Example

27. April 30, 201527
How do we know we achieved our goal?
Increased visibility across
the bridge!
Added dialog between
the groups

28. April 30, 201528
Questions?
Cathy A. Kirch
Allstate Insurance Company
ITIL Service Manager
IPAD, IPRC, IPSR
2006 Practitioner of the Year
Process Consultant
ckirch@allstate.com