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Implementing ITIL Change Management

The document outlines an IT Service Management (ITSM) Academy's programs and initiatives focused on training and certifying professionals in ITIL and related methodologies. It highlights a successful change management makeover that improved service quality, efficiency, and cost savings through the implementation of standardized change models. The initiative led to significant reductions in process execution time and enhanced overall service delivery amidst increasing change volumes.

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About ITSM Academy Welcome!  Accredited Education  Since 2003 - Tens of Thousands Trained and Certified  Certified Process Design Engineer (CPDE)  ITSM Professional Diplomas  ITIL® Foundation  Change/Support/SLM  ITIL Capability (OSA|PPO|RCV|SOA)  Public Classes throughout U S U.S.  ITIL Lifecycle (SS|SD|ST|SO|CSI)  Corporate On-Site Classes  ITIL Managing Across the Lifecycle (MALC)  Virtual Classes  ITIL Service Manager Bridge  Courseware Li C Licensing i  ISO/IEC 20000 Foundation  Corporate & Partner (GEM)  MOF Foundation  Alumni Program  P ti l V l Add W k h Practical, Value-Add Workshops  PMI Global Ed Gl b l Education P d Provider  ITSM Leadership  Federal Government (GSA)  ITIL, MOF, ISO 20K Overviews Contractor  And more!  C ifi d W Certified Woman-Owned O d ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
The Change Management Makeover and how the Standard Change Model Galvanized Success Implementing ITIL Change Management Best Practices in a Global Organization V6 Paul Fibkins February 17 2011 F b 17,
Agenda g 1. Change Management Makeover – The ITIL Journey g g y Taking the Next Step - Standard Change Models 2. Proposal/Rationale 3. Approach 4. Governance 5. Process/Procedural definition 6. Communication 7. 7 Results 8. Keys to success 9. Things to avoid 3 Citi Internal
The Makeover and the ITIL Journey - Goals Objectives and Scope Goals, Objectives, Goals Improve results: enhance service quality and performance though streamlined I l h i li d f h h li d service offerings and strategic business alignment Integrate global, standardized change management organization for optimal control and increased efficiency Leverage ITIL (v3) methodologies to instill industry leading industry-leading best practices and standards Objectives Demonstrate success and improvement Develop and implement global standard process and procedures Enhance and simplify the change management tool – enable the process Orchestrate international awareness initiative to facilitate global roll-out Scope Manages changes for 50,000 user Control 400,000 requests for change (RFCs) annually spanning all regions and every site/location Manage CSI effort as a project 4 Citi Internal
The Makeover and the ITIL Journey - Project Management y j g Discipline ITIL Project Lifecycle and Communication, Tools and Methodology Control Activities unique to the PIP Lifecycle: Justify project and Engage Regions, Design process positions, Build software assign process owner Global Functions procedures, and training ate Initia Im p le m e n t Test process, procedures, Define target metrics: Discover best practice, software effectiveness, local recommendations. ne efficiency, control Defin CTI Measure Process C lo s u r e Design target process and Deploy process, Assess and Mitigate g procedures, procedures software Success Design n automation requirements. a tomation req irements Process Risk Justify variations. CTI UK GCIB Japan Global Mexico BAU ITIL TRAINING 5 Citi Internal
The Makeover and the ITIL Journey - Project Phases 6 Citi Internal
The Makeover and the ITIL Journey - Implementation Project Summary Global Service Enhancement, Process Improvement, and Business Alignment Improvement Assessment & Planning g CBT and Media RCSA Standardization Global Road Show Virtual Change 7.02 7 Citi Internal
The Makeover and the ITIL Journey - Project Value and Success Cost-Benefit Analysis – Cost: $ $100 M • Includes computer-based training, all printed documentation and flyers, prizes/giveaways, technological costs, and associated travel – Return - financial • $10 MM dollar savings through incident reductions in 2009 • $4 MM dollar savings in 2010 – Return - qualitative • Sev 1’s caused by change dropped 60% • Up to U t 45% reduction i process execution ti d ti in ti time • Up to 80% reduction in metric compilation and reporting • VOE up15% Key Successes – 5 sigma service quality amidst ever-increasing change volumes – 100 process improvements from Post-Implementations Reviews (PIRs) – 100% successful audits (No findings) through reinforced controls 8 Citi Internal
The Makeover and the ITIL Journey - Service Quality y y • Adoption of ITIL best practices improved overall service quality even as change volumes continued to rise – Service impacts are down 68% while change volume is up 70% – The outage trend continues downward while change volume continues to increase – ITIL best practices contribute to the success of the company 9 Citi Internal
The Makeover and the ITIL Journey - Project Management Discipline Quality Adopted the ITIL IT Best Practice Framework to support IT Education Training and Continuous Service and Process Improvement.. Education, Improvement Performance ITIL has provided a visible framework to further quality service and process improvement. Framework The Change Management ITIL based Process Flow CIT IGROUP INFORM ATION T ECHNOLOGY GLOBAL CHANGE MANAGEM ENT PROCESS Environment RFC Logged and Change compromised Requestor Notified Not CMDB acceptable Change Submitted RFC Change fails unauthorized Status Change Requestor Work Order Request notification Acceptable 6.1 Request Incomplete / Invalid Identify Need Complete, Submit, & 6.7.1 6.7.2 for Change Log RFC Validate Change Close Change RFC Status Notification Filtered RFC RFC Status RFC Logged and Change Not Approved Reassign RFC Notification Requestor Notified CM Not 6.2.3 6.2.1 Urgent Not Responsible Follow Urgent 6.5.1 approved Process complete Filter Requests Procedure Approve Minor or Medium Change 6.7.3 Conduct PIR Change Coordinator Follow Prioritized RFC Approved PSA normal proce ss 6.2.2 6.2.4 6.5.2 FSC Validate Initial Follow Change Validate Minor or Priority Model Procedures Medium Schedule Model Exists Normal Change 6.3.1 Validate / update Risk and Category yes Minor or Medium 6.3.5 Review Minor / Build, Test Medium Plan complete? Change Manager Significant or Major no 6.3.3 Send Major / Significant ITIL is a IT industry best practice framework and Service Management Lifecycle RFCs to CAB, Chair CAB 1. The ITIL Core of 5 books and a lifecycle RFC Logged and Change Requestor Notified 6.3.4 no Review Major / Build, Test Significant Plan complete? 2. Education, Training and certification components yes RFC Status Notification Not Approved 3. Service Management has 5 lifecycle phases (Strategy, Design, Transition, Operations and Continuous Change Advisory Board (CAB) 6.5.3 Approve Major or Significant Change Service Improvement-CSI) S i I CSI) PSA Approved 6.5.4 Validate Major or Significant Schedule 4. Has 20 Processes associated with the various life cycle phases FSC Not Working & 5. Built upon Deming Model service and quality improvement. Continuous Quality Control and Can Back-out 6.6.2 Implement Back-out Working Plan 6.6.1 6.6.3 Improvement. Change Implemente r / Change Domain Expert Implement Change Impleme nt Not Working & Remediation Plan Can't Back-out 6. Citi has adopted and adapted the CSI framework, process best practices in Change, Incident , Problem Incident Management Not Working & Not Working & Have Time to Repair window closed and Release as well as a comprehensive education and training program supporting a process and Change Management Sub-processes 6.1 Complete, Submit, & Log RFC 6.2 Filter & Prioritize RFC 6.2 Filter & Prioritize Change 6.3 Categorize Change 6.4 Build & Test Change 6.5 Approve & Schedule Change 6.6 Implement Change 6.7 Review, Analyze, & Close Change service improvement culture. In sourced ITIL Education and Training Services In-sourced Performance and Quality Service Trends 1. Delivering ITIL V3 Certification and Overview classes in Dallas, Warren, Weehawken, New Castle, Silver Spring, Melville, Tampa, Fort Lauderdale, Sioux Falls, The Lakes, and Delaware Ohio 2. Piloted Virtual Web-based Overview classes in September and October 3. 500 student learners will complete V3 Yellow Belt Certification and 600 will completeV3 Overview training by YE 2010 4. Adding advanced Black Belt Capability level training in 2011: 1. 1 OSA - Operational Support and Analysis 2. CSI - Continual Service Improvement Lifecycle 3. RCV - Release Control and Validation
The Makeover and the ITIL Journey - What’s Next? • Metrics reflected the positive impact of ITIL on the CM process; however, feedback indicated customers felt there were opportunities to improve the efficiency of the process – ‘The process takes too long; we want to spend more time The developing code and less time raising changes’ – ‘ Can we optimize application/service time to market?’ – ‘How about Implementing a ‘fast track’ process for repeatable low risk, low impact changes?’ – ‘Is it possible to achieve efficient management of standard Is changes’ • The spigot was turned on, voices were heard and, building on the success of the ITIL implementation began a new global initiative to implementation, look at ways to improve the efficiency of the global process 11 Citi Internal
Taking the Next Step - Standard Change Models - Proposal/Rationale Proposal • Drive a Change Management standard that targets business-sensitive business sensitive optimization and improved efficiencies while maintaining a stable operating environment. – Define a global standard for classification of change types, approvals required and automation of workflows, where feasible workflows feasible. – Implement Standard Change Model (SCM) Rationale • A global, standard change management f framework optimizes and streamlines processes, increases efficiency and delivery time to market and instill a stable operations environment • Definitive Gartner recommendation – Application Development and Operations pp p p Production Control change workflow should maximize the use of Standard Change Models – Industry guidance suggests 80% of Normal changes can be processed more efficiently as Standard changes reducing processing time and cost 12 Citi Internal
Taking the Next Step - Standard Change Models – Approach • Building on prior ITIL rollout, assembled a virtual global work stream representing all technology groups and business sectors and regions galvanized to support Application Development productivity improvement goals • Developed the Standard Change Model definition and criteria • Id tifi d low risk, l Identified l i k low i impact, repeatable changes th t meet th criteria t t bl h that t the it i • Implemented a role based, risk driven change process designed to: – Replace “one size fits all” change categorization p g g – Reduce information required for raising changes and associated time spent with review and approval – Reduce administrative costs and overhead through pre-approval, replacing pre approval on-demand approval – Improve time-to-market and business response agility – Retain/improve risk and control sensitivity while providing process improvement 13 Citi Internal
Taking the Next Step - Standard Change Models - Governance • Implemented work stream governance process to ensure global standardization • Work stream empowered the SCM project team to develop the overall process, define tool requirements to support it and create procedural documentation • Licensing process documented to ensure pre-approval from all stakeholders • Regional and Global CAB groups review all licenses and approve for implementation. 14 Citi Internal
Taking the Next Step - Standard Change Models - Process/Procedural Definition • Project team met in person for a one week offsite to develop the overall process – Used process definition to develop the business requirements for the supporting tool functionality • Process designed to maintain controls and increase productivity and included: – Definition and criteria – Process flows – Licensing and pre-authorization process – Entitlements and authorization process flow – Simplified RFC processing – Notification – Cost model to identify productivity savings – Metrics and reporting 15 Citi Internal
Taking the Next Step - Standard Change Models - Communication • Project team members were our SCM Champions and used various methods to get the word out: – Email communication – Targeted focus group meetings – Collaboration tools, such as SharePoint and Virtual meetings – Standard presentations outlining the process – Posters/handouts designed to provide high level overviews and to catch the eye 16 Citi Internal
Taking the Next Step - Standard Change Models - Results • Implemented IT industry leading best practice change paradigm: the Standard Change • Governance enabled via a licensing method • activated 150 SCM Licenses • E Executed 2,000 highly efficient - error f t d 2 000 hi hl ffi i t free RFCs RFC • Realized $200 M in productivity saves (productivity savings for a Standard change vs. a Normal change) • Testimonials: – “The groups have been very happy with the reduced lead time and overall efficiency of the process .” – “All parties involved (including the groups performing deployments) have viewed SCMs as All very much a positive step forward.” – ”Using the SCM process significantly reduces turnaround time, reduces email volumes to senior management requesting approvals and allows for a more efficient risk and impact assessment to be performed on these types of activities Not only does this reduce the activities. cost of a change, but it also gives time back to the requester to focus on BAU/Projects.” 17 Citi Internal
Taking the Next Step - Standard Change Models - Keys to Success • Build B ild on a base with confidence b ith fid • Gain Senior Management support and buy-in from all groups • Set realistic due dates; don’t rush the process don t • Solicit Compliance review and support of the process; assure change requestor groups that the process meets corporate standards • Do not over-engineer the process; keep it simple over engineer • Focus on communication; market the process and corresponding procedures; keep areas aware of progress and success • Solicit feedback to constantly review and improve the process • Produce metrics to measure results – “If you are not keeping score, it’s only practice – person unknown If score it s practice” 18 Citi Internal
Global Work Stream Governance Provides oversight of software engineering p g g processes, methodologies , g and tools across the application Production Assurance development lifecycle in support of Production Assurance processes. PA Change Management Work Stream Key PA CM Work Stream 2010 Goal: PA CM Work Stream Purpose and Direction: Identify and implement standard change models  Execute charter and governance structure to address defined, repeatable, low-risk changes, which account for up to 50% of workload  Define Global CM process strategy, policies and Reduce information required for raising changes standards (strategic and tactical) and associated time spent reviewing and signing- off  Coordinate programs and projects related to Global Implement role based, risk driven change CM goals, including adherence to CIOC di ti l i l di dh t direction processes  Represent sector/region within global SME community CM SME Community       Re-branded Global Change Current CM Steering Committee Management Steering Committee CM Tactical Operating Committee and Project members have been re-oriented to Teams the Tactical Operating Committee and Project Team structure. Active Project Teams as of March 31, 2010: 1. Standard Change Models 2. CM Tool Solutions Group           Execute Global Continuous Service Improvement Plans under the direction of the SEPG PA CM Work Stream Figure 1 – PA CM Work Stream Governance Model  Responsible for program implementation within a sector/region 19 Citi Internal
Standard Change Model – Summary Definition Standard Change Summary Definition A Standard Change is a change to services and infrastructure that follows an established path, is relatively common, and is the accepted solution to a specific requirement or set of requirements. i Examples might include application parameter changes, table changes, scheduled repetitive changes, an upgrade of a PC in order to make use of specific software, new starters within an organization, and PC, software and network connections for temporary or seasonal changes to requirements. The crucial elements of a Standard Change are that: 1. The tasks are well-known, repeatable, proven and are documented with triggers (i.e.; a rate change where the trigger is a communication from the business stating a change is needed). 2. Change Advisory Board (CAB) approval of the change type is effectively given in advance (pre-authorized). 3. On a periodic basis (i.e.; quarterly, semi annually) a CAB governance board certifies and semi-annually) licenses the continued use of the Standard Change. Any outages resulting from a Standard Change will trigger an immediate suspension and review by the CAB. 4. The change type is not a project and does not require project approval, prioritization or funding through a formal business/IT prioritization and/or Project Management process. Please note: Changes that meet the Standard Change criteria that result from project deliverables are allowed until the project is closed. 5. The change type has a well established and well-understood risk and impact and has passed the risk assessment criteria for a Standard Change (i.e.; including but not limited to: established, tested and documented back out plan; pre and post-implementation testing is possible; version control and a release repository is in place; stand-alone change with no downstream impact; historically a low risk/low impact change). 6. It is always recorded with an RFC. 7. The change is automated or can be automated (may be a manual change now but automation is desirable). 8. The Change Success Rate (CSR) metric is verifiable. Standard Changes have a high success rate and no outages caused by change. Any outages resulting from a Standard Change will trigger an immediate suspension and review by the CAB. 20 Citi Internal
Standard Change Model – Qualification Criteria Standard Change Qualification Criteria To qualify as a Standard Change, the following pre-defined attributes must be proven and can be applied: 1. Dependencies are known. 2. Stability is in place. No known existing problems exist (as confirmed by Problem Management). Suspension triggered by an Incident remains in place until all outstanding problems are resolved. 3. Post-implementation validation is possible on every change. 4. Tested prior to Standard Change Model acceptance. p g p 5. Deployed during an approved implementation window as agreed to by the business. 6. Peer review approval carried out (auditable quality and technical authorization of the change as part of the pre-approval process). 7. Standard implementation process is documented and regularly reviewed by the team / department accountable for the standard change change. 8. User impact is known (notification of change channel in place to communicate to end users prior to release into production) 9. Pre-approved by all stakeholders. Once the approach has been established and documented, a Standard Change process should be developed and promulgated to ensure that such changes are efficiently processed to support the organization’s business needs. Standard Changes are authorized by the Change Advisory Board (CAB) or licenses renewed periodically based on quality and efficiency metrics. 21 Citi Internal
Production Assurance Change Management Work Stream – Mission Statement The mission of the SEPG PA Change Management Work Stream is to develop and maintain a standardized, integrated, stable, end-to-end Change Management process and framework. As part of this process, the SEPG PA CM Work Stream is responsible for ensuring that our process standards: Meet corporate objectives as set forth by the CIO Council Meet regulatory expectations for risk management Are internally consistent and in alignment across IT disciplines PA CM Charter PA CM Members & Responsibilities Implement processes designed to standardize and simplify SEPG PA CM Work Stream members are empowered to make decisions attainment of common CM goals across regions and sectors in on behalf of their sector, region or function. They manage the review support of CIO Council Technology Governance objectives. These calendar of upcoming standards, coordinate and track ongoing strategic and tactical objectives may be directed from the activities of the Tactical Operating Committee, track and manage the regulators, from the Chief IT Risk Officer in response to an evolving list of ongoing initiatives. The team also operationally coordinates control issue, the SEPG PA CM Work Stream in response to an updates to the physical standards documents and their publication, alignment issue with the current Change Management process or and reviews the wording of the CM IT Policy Standard for consistency from the CIO Council in response to an organizational objective. f h l l b and completeness before submission to the CIOC. f PA CM High-Level SCM Process Accomplishments Next Steps and Timeline Major activities related to the SCM Process: Assembled Work Stream SCM Phase 2 rollout activities (business requirements for new and team; established Charter enhanced VC/Infoman SCM functionality; license rollout to 200 and Governance process applications/change types; updated process & procedure Standardized the RFC record documentation; training module availability; Lunch & Learn closure policy activities) – July 1 – October 30, 2010 Developed plans for Rollout RFC Lifecycle globally; monitor results – September 9, Standard Change Model 2010 (SCM) rollout; identified Review and update Global Change Management Policy to ensure Phase 1 pilot candidates consistency, Audit and Regulatory transparency and retention Established 2010 Work of risk policies and controls – September 30, 2010 Stream goals Implement additional VC/Infoman enhancements and Completed SCM Phase 1 complete Phase 2 pilot activities – November 1 – December Business Requirements and 31, 2010 SCM Pilot project plan Implement the Follow the Sun change management support model – Completed SCM Phase 1 December 31, 2010 pilot; initiated Phase 2 Rollout Standard Change processing globally – January 1, 2011 activities 22 Internal Citi
Overall Change Process Flow with SCM g May be authorized/ licensed in advance by SCM a defined CAB supports straight through processing 23 23 Citi Internal
Standard Change Model Overview SCM Definition A Standard Change is a change to services and infrastructure  that follows an established path, is relatively common, and is  the accepted solution to a specific requirement or set of  requirements. The crucial elements of a standard change are: The tasks are well known, repeatable, proven and are  documented with triggers. Change Advisory Board (CAB) approval of the change is given  in advance (pre‐authorized). On a periodic basis, a CAB governance board certifies the  continued use of the Standard Change.   The change type is not a project and does not require  project approval, prioritization of funding through a formal  business/IT prioritization and/or Project Management  process. The change type has a well‐established and well‐understood  risk and impact and has passed the risk assessment criteria  for a standard change. It is always recorded with an RFC The change is automated or can be automated. The Change Success Rate (CSR) metric is verifiable.  Standard  Changes have a high success rate and no outages caused by  change.  Any outages resulting from a Standard Change will  trigger an immediate suspension and review by the CAB. SCM Qualification Criteria To qualify as a Standard Change, the following pre‐defined  attributes must be proven and can be applied: Dependencies are known Stability is in place.  No known problems exist (as confirmed  by Problem Management). Post‐implementation validation is possible on every change. Tested prior to SCM acceptance. Deployed during an approved implementation window. Peer review approval carried out. Standard implementation process is documented and  regularly reviewed by the team/dept accountable for the  standard change.   User impact is known (change notification channel in place). Pre‐approved by all stakeholders SCM Priority/Category Change Priority is 3; Change Category is Standard. 24 Citi Internal
TIME FOR CHANGE ARE YOU tired and frustrated with  DO YOU want to raise your  DO YOU want to reduce  Virtual Change on potentially  Virtual Change on potentially the time i k h i it takes to raise  i chasing approvers on simple, low  deploy the same day? risk frequent changes? a Virtual Change? Interested? Here’s how to get an SCM Licence? Standard Change Model (SCM) is a NEW type of record in Virtual Change available now for  streamlining the change process for repeatable low risk/impact changes What’s in it for YOU? The STANDARD CHANGE MODEL is for YOU! IS MY CHANGE SCM READY? SOME SCM EXAMPLES Low risk/impact, Stable, Well known, Repeatable, well established and well‐ Low risk/impact, Stable, Well known, Repeatable, well established and well SCM candidates   SCM candidates ‐ OK SCM candidates  NOT OK SCM candidates – NOT OK understood risk and impact    Weekly Database Maintenance  X High risk & dependencies  affecting multiple servers High success rate (CSR ‐ Change Success Rate) historically  Space Storage: Add Data files X Project Management process Post‐implementation validation  on every change  Backup  Miswarehouse  X Project  requires funding Monthly Full Backup Monthly Full Backup Detailed SCM criteria available via your Change Co‐ordinator (See above) Apply for your SCM licences NOW! Need More Info? Contact: Paul Fibkins - 25 Citi Internal Kathy O’Connor –
The Change Management Makeover and how the Standard Change Model Galvanized Success Implementing ITIL Change Management Best Practices in a Global Organization February 17, 2011 Thank You .... Questions?
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Implementing ITIL Change Management

  • 1.
    About ITSM Academy Welcome!  Accredited Education  Since 2003 - Tens of Thousands Trained and Certified  Certified Process Design Engineer (CPDE)  ITSM Professional Diplomas  ITIL® Foundation  Change/Support/SLM  ITIL Capability (OSA|PPO|RCV|SOA)  Public Classes throughout U S U.S.  ITIL Lifecycle (SS|SD|ST|SO|CSI)  Corporate On-Site Classes  ITIL Managing Across the Lifecycle (MALC)  Virtual Classes  ITIL Service Manager Bridge  Courseware Li C Licensing i  ISO/IEC 20000 Foundation  Corporate & Partner (GEM)  MOF Foundation  Alumni Program  P ti l V l Add W k h Practical, Value-Add Workshops  PMI Global Ed Gl b l Education P d Provider  ITSM Leadership  Federal Government (GSA)  ITIL, MOF, ISO 20K Overviews Contractor  And more!  C ifi d W Certified Woman-Owned O d ITIL® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries
  • 2.
    The Change ManagementMakeover and how the Standard Change Model Galvanized Success Implementing ITIL Change Management Best Practices in a Global Organization V6 Paul Fibkins February 17 2011 F b 17,
  • 3.
    Agenda g 1. ChangeManagement Makeover – The ITIL Journey g g y Taking the Next Step - Standard Change Models 2. Proposal/Rationale 3. Approach 4. Governance 5. Process/Procedural definition 6. Communication 7. 7 Results 8. Keys to success 9. Things to avoid 3 Citi Internal
  • 4.
    The Makeover andthe ITIL Journey - Goals Objectives and Scope Goals, Objectives, Goals Improve results: enhance service quality and performance though streamlined I l h i li d f h h li d service offerings and strategic business alignment Integrate global, standardized change management organization for optimal control and increased efficiency Leverage ITIL (v3) methodologies to instill industry leading industry-leading best practices and standards Objectives Demonstrate success and improvement Develop and implement global standard process and procedures Enhance and simplify the change management tool – enable the process Orchestrate international awareness initiative to facilitate global roll-out Scope Manages changes for 50,000 user Control 400,000 requests for change (RFCs) annually spanning all regions and every site/location Manage CSI effort as a project 4 Citi Internal
  • 5.
    The Makeover andthe ITIL Journey - Project Management y j g Discipline ITIL Project Lifecycle and Communication, Tools and Methodology Control Activities unique to the PIP Lifecycle: Justify project and Engage Regions, Design process positions, Build software assign process owner Global Functions procedures, and training ate Initia Im p le m e n t Test process, procedures, Define target metrics: Discover best practice, software effectiveness, local recommendations. ne efficiency, control Defin CTI Measure Process C lo s u r e Design target process and Deploy process, Assess and Mitigate g procedures, procedures software Success Design n automation requirements. a tomation req irements Process Risk Justify variations. CTI UK GCIB Japan Global Mexico BAU ITIL TRAINING 5 Citi Internal
  • 6.
    The Makeover andthe ITIL Journey - Project Phases 6 Citi Internal
  • 7.
    The Makeover andthe ITIL Journey - Implementation Project Summary Global Service Enhancement, Process Improvement, and Business Alignment Improvement Assessment & Planning g CBT and Media RCSA Standardization Global Road Show Virtual Change 7.02 7 Citi Internal
  • 8.
    The Makeover andthe ITIL Journey - Project Value and Success Cost-Benefit Analysis – Cost: $ $100 M • Includes computer-based training, all printed documentation and flyers, prizes/giveaways, technological costs, and associated travel – Return - financial • $10 MM dollar savings through incident reductions in 2009 • $4 MM dollar savings in 2010 – Return - qualitative • Sev 1’s caused by change dropped 60% • Up to U t 45% reduction i process execution ti d ti in ti time • Up to 80% reduction in metric compilation and reporting • VOE up15% Key Successes – 5 sigma service quality amidst ever-increasing change volumes – 100 process improvements from Post-Implementations Reviews (PIRs) – 100% successful audits (No findings) through reinforced controls 8 Citi Internal
  • 9.
    The Makeover andthe ITIL Journey - Service Quality y y • Adoption of ITIL best practices improved overall service quality even as change volumes continued to rise – Service impacts are down 68% while change volume is up 70% – The outage trend continues downward while change volume continues to increase – ITIL best practices contribute to the success of the company 9 Citi Internal
  • 10.
    The Makeover andthe ITIL Journey - Project Management Discipline Quality Adopted the ITIL IT Best Practice Framework to support IT Education Training and Continuous Service and Process Improvement.. Education, Improvement Performance ITIL has provided a visible framework to further quality service and process improvement. Framework The Change Management ITIL based Process Flow CIT IGROUP INFORM ATION T ECHNOLOGY GLOBAL CHANGE MANAGEM ENT PROCESS Environment RFC Logged and Change compromised Requestor Notified Not CMDB acceptable Change Submitted RFC Change fails unauthorized Status Change Requestor Work Order Request notification Acceptable 6.1 Request Incomplete / Invalid Identify Need Complete, Submit, & 6.7.1 6.7.2 for Change Log RFC Validate Change Close Change RFC Status Notification Filtered RFC RFC Status RFC Logged and Change Not Approved Reassign RFC Notification Requestor Notified CM Not 6.2.3 6.2.1 Urgent Not Responsible Follow Urgent 6.5.1 approved Process complete Filter Requests Procedure Approve Minor or Medium Change 6.7.3 Conduct PIR Change Coordinator Follow Prioritized RFC Approved PSA normal proce ss 6.2.2 6.2.4 6.5.2 FSC Validate Initial Follow Change Validate Minor or Priority Model Procedures Medium Schedule Model Exists Normal Change 6.3.1 Validate / update Risk and Category yes Minor or Medium 6.3.5 Review Minor / Build, Test Medium Plan complete? Change Manager Significant or Major no 6.3.3 Send Major / Significant ITIL is a IT industry best practice framework and Service Management Lifecycle RFCs to CAB, Chair CAB 1. The ITIL Core of 5 books and a lifecycle RFC Logged and Change Requestor Notified 6.3.4 no Review Major / Build, Test Significant Plan complete? 2. Education, Training and certification components yes RFC Status Notification Not Approved 3. Service Management has 5 lifecycle phases (Strategy, Design, Transition, Operations and Continuous Change Advisory Board (CAB) 6.5.3 Approve Major or Significant Change Service Improvement-CSI) S i I CSI) PSA Approved 6.5.4 Validate Major or Significant Schedule 4. Has 20 Processes associated with the various life cycle phases FSC Not Working & 5. Built upon Deming Model service and quality improvement. Continuous Quality Control and Can Back-out 6.6.2 Implement Back-out Working Plan 6.6.1 6.6.3 Improvement. Change Implemente r / Change Domain Expert Implement Change Impleme nt Not Working & Remediation Plan Can't Back-out 6. Citi has adopted and adapted the CSI framework, process best practices in Change, Incident , Problem Incident Management Not Working & Not Working & Have Time to Repair window closed and Release as well as a comprehensive education and training program supporting a process and Change Management Sub-processes 6.1 Complete, Submit, & Log RFC 6.2 Filter & Prioritize RFC 6.2 Filter & Prioritize Change 6.3 Categorize Change 6.4 Build & Test Change 6.5 Approve & Schedule Change 6.6 Implement Change 6.7 Review, Analyze, & Close Change service improvement culture. In sourced ITIL Education and Training Services In-sourced Performance and Quality Service Trends 1. Delivering ITIL V3 Certification and Overview classes in Dallas, Warren, Weehawken, New Castle, Silver Spring, Melville, Tampa, Fort Lauderdale, Sioux Falls, The Lakes, and Delaware Ohio 2. Piloted Virtual Web-based Overview classes in September and October 3. 500 student learners will complete V3 Yellow Belt Certification and 600 will completeV3 Overview training by YE 2010 4. Adding advanced Black Belt Capability level training in 2011: 1. 1 OSA - Operational Support and Analysis 2. CSI - Continual Service Improvement Lifecycle 3. RCV - Release Control and Validation
  • 11.
    The Makeover andthe ITIL Journey - What’s Next? • Metrics reflected the positive impact of ITIL on the CM process; however, feedback indicated customers felt there were opportunities to improve the efficiency of the process – ‘The process takes too long; we want to spend more time The developing code and less time raising changes’ – ‘ Can we optimize application/service time to market?’ – ‘How about Implementing a ‘fast track’ process for repeatable low risk, low impact changes?’ – ‘Is it possible to achieve efficient management of standard Is changes’ • The spigot was turned on, voices were heard and, building on the success of the ITIL implementation began a new global initiative to implementation, look at ways to improve the efficiency of the global process 11 Citi Internal
  • 12.
    Taking the NextStep - Standard Change Models - Proposal/Rationale Proposal • Drive a Change Management standard that targets business-sensitive business sensitive optimization and improved efficiencies while maintaining a stable operating environment. – Define a global standard for classification of change types, approvals required and automation of workflows, where feasible workflows feasible. – Implement Standard Change Model (SCM) Rationale • A global, standard change management f framework optimizes and streamlines processes, increases efficiency and delivery time to market and instill a stable operations environment • Definitive Gartner recommendation – Application Development and Operations pp p p Production Control change workflow should maximize the use of Standard Change Models – Industry guidance suggests 80% of Normal changes can be processed more efficiently as Standard changes reducing processing time and cost 12 Citi Internal
  • 13.
    Taking the NextStep - Standard Change Models – Approach • Building on prior ITIL rollout, assembled a virtual global work stream representing all technology groups and business sectors and regions galvanized to support Application Development productivity improvement goals • Developed the Standard Change Model definition and criteria • Id tifi d low risk, l Identified l i k low i impact, repeatable changes th t meet th criteria t t bl h that t the it i • Implemented a role based, risk driven change process designed to: – Replace “one size fits all” change categorization p g g – Reduce information required for raising changes and associated time spent with review and approval – Reduce administrative costs and overhead through pre-approval, replacing pre approval on-demand approval – Improve time-to-market and business response agility – Retain/improve risk and control sensitivity while providing process improvement 13 Citi Internal
  • 14.
    Taking the NextStep - Standard Change Models - Governance • Implemented work stream governance process to ensure global standardization • Work stream empowered the SCM project team to develop the overall process, define tool requirements to support it and create procedural documentation • Licensing process documented to ensure pre-approval from all stakeholders • Regional and Global CAB groups review all licenses and approve for implementation. 14 Citi Internal
  • 15.
    Taking the NextStep - Standard Change Models - Process/Procedural Definition • Project team met in person for a one week offsite to develop the overall process – Used process definition to develop the business requirements for the supporting tool functionality • Process designed to maintain controls and increase productivity and included: – Definition and criteria – Process flows – Licensing and pre-authorization process – Entitlements and authorization process flow – Simplified RFC processing – Notification – Cost model to identify productivity savings – Metrics and reporting 15 Citi Internal
  • 16.
    Taking the NextStep - Standard Change Models - Communication • Project team members were our SCM Champions and used various methods to get the word out: – Email communication – Targeted focus group meetings – Collaboration tools, such as SharePoint and Virtual meetings – Standard presentations outlining the process – Posters/handouts designed to provide high level overviews and to catch the eye 16 Citi Internal
  • 17.
    Taking the NextStep - Standard Change Models - Results • Implemented IT industry leading best practice change paradigm: the Standard Change • Governance enabled via a licensing method • activated 150 SCM Licenses • E Executed 2,000 highly efficient - error f t d 2 000 hi hl ffi i t free RFCs RFC • Realized $200 M in productivity saves (productivity savings for a Standard change vs. a Normal change) • Testimonials: – “The groups have been very happy with the reduced lead time and overall efficiency of the process .” – “All parties involved (including the groups performing deployments) have viewed SCMs as All very much a positive step forward.” – ”Using the SCM process significantly reduces turnaround time, reduces email volumes to senior management requesting approvals and allows for a more efficient risk and impact assessment to be performed on these types of activities Not only does this reduce the activities. cost of a change, but it also gives time back to the requester to focus on BAU/Projects.” 17 Citi Internal
  • 18.
    Taking the NextStep - Standard Change Models - Keys to Success • Build B ild on a base with confidence b ith fid • Gain Senior Management support and buy-in from all groups • Set realistic due dates; don’t rush the process don t • Solicit Compliance review and support of the process; assure change requestor groups that the process meets corporate standards • Do not over-engineer the process; keep it simple over engineer • Focus on communication; market the process and corresponding procedures; keep areas aware of progress and success • Solicit feedback to constantly review and improve the process • Produce metrics to measure results – “If you are not keeping score, it’s only practice – person unknown If score it s practice” 18 Citi Internal
  • 19.
    Global Work StreamGovernance Provides oversight of software engineering p g g processes, methodologies , g and tools across the application Production Assurance development lifecycle in support of Production Assurance processes. PA Change Management Work Stream Key PA CM Work Stream 2010 Goal: PA CM Work Stream Purpose and Direction: Identify and implement standard change models  Execute charter and governance structure to address defined, repeatable, low-risk changes, which account for up to 50% of workload  Define Global CM process strategy, policies and Reduce information required for raising changes standards (strategic and tactical) and associated time spent reviewing and signing- off  Coordinate programs and projects related to Global Implement role based, risk driven change CM goals, including adherence to CIOC di ti l i l di dh t direction processes  Represent sector/region within global SME community CM SME Community       Re-branded Global Change Current CM Steering Committee Management Steering Committee CM Tactical Operating Committee and Project members have been re-oriented to Teams the Tactical Operating Committee and Project Team structure. Active Project Teams as of March 31, 2010: 1. Standard Change Models 2. CM Tool Solutions Group           Execute Global Continuous Service Improvement Plans under the direction of the SEPG PA CM Work Stream Figure 1 – PA CM Work Stream Governance Model  Responsible for program implementation within a sector/region 19 Citi Internal
  • 20.
    Standard Change Model– Summary Definition Standard Change Summary Definition A Standard Change is a change to services and infrastructure that follows an established path, is relatively common, and is the accepted solution to a specific requirement or set of requirements. i Examples might include application parameter changes, table changes, scheduled repetitive changes, an upgrade of a PC in order to make use of specific software, new starters within an organization, and PC, software and network connections for temporary or seasonal changes to requirements. The crucial elements of a Standard Change are that: 1. The tasks are well-known, repeatable, proven and are documented with triggers (i.e.; a rate change where the trigger is a communication from the business stating a change is needed). 2. Change Advisory Board (CAB) approval of the change type is effectively given in advance (pre-authorized). 3. On a periodic basis (i.e.; quarterly, semi annually) a CAB governance board certifies and semi-annually) licenses the continued use of the Standard Change. Any outages resulting from a Standard Change will trigger an immediate suspension and review by the CAB. 4. The change type is not a project and does not require project approval, prioritization or funding through a formal business/IT prioritization and/or Project Management process. Please note: Changes that meet the Standard Change criteria that result from project deliverables are allowed until the project is closed. 5. The change type has a well established and well-understood risk and impact and has passed the risk assessment criteria for a Standard Change (i.e.; including but not limited to: established, tested and documented back out plan; pre and post-implementation testing is possible; version control and a release repository is in place; stand-alone change with no downstream impact; historically a low risk/low impact change). 6. It is always recorded with an RFC. 7. The change is automated or can be automated (may be a manual change now but automation is desirable). 8. The Change Success Rate (CSR) metric is verifiable. Standard Changes have a high success rate and no outages caused by change. Any outages resulting from a Standard Change will trigger an immediate suspension and review by the CAB. 20 Citi Internal
  • 21.
    Standard Change Model– Qualification Criteria Standard Change Qualification Criteria To qualify as a Standard Change, the following pre-defined attributes must be proven and can be applied: 1. Dependencies are known. 2. Stability is in place. No known existing problems exist (as confirmed by Problem Management). Suspension triggered by an Incident remains in place until all outstanding problems are resolved. 3. Post-implementation validation is possible on every change. 4. Tested prior to Standard Change Model acceptance. p g p 5. Deployed during an approved implementation window as agreed to by the business. 6. Peer review approval carried out (auditable quality and technical authorization of the change as part of the pre-approval process). 7. Standard implementation process is documented and regularly reviewed by the team / department accountable for the standard change change. 8. User impact is known (notification of change channel in place to communicate to end users prior to release into production) 9. Pre-approved by all stakeholders. Once the approach has been established and documented, a Standard Change process should be developed and promulgated to ensure that such changes are efficiently processed to support the organization’s business needs. Standard Changes are authorized by the Change Advisory Board (CAB) or licenses renewed periodically based on quality and efficiency metrics. 21 Citi Internal
  • 22.
    Production Assurance ChangeManagement Work Stream – Mission Statement The mission of the SEPG PA Change Management Work Stream is to develop and maintain a standardized, integrated, stable, end-to-end Change Management process and framework. As part of this process, the SEPG PA CM Work Stream is responsible for ensuring that our process standards: Meet corporate objectives as set forth by the CIO Council Meet regulatory expectations for risk management Are internally consistent and in alignment across IT disciplines PA CM Charter PA CM Members & Responsibilities Implement processes designed to standardize and simplify SEPG PA CM Work Stream members are empowered to make decisions attainment of common CM goals across regions and sectors in on behalf of their sector, region or function. They manage the review support of CIO Council Technology Governance objectives. These calendar of upcoming standards, coordinate and track ongoing strategic and tactical objectives may be directed from the activities of the Tactical Operating Committee, track and manage the regulators, from the Chief IT Risk Officer in response to an evolving list of ongoing initiatives. The team also operationally coordinates control issue, the SEPG PA CM Work Stream in response to an updates to the physical standards documents and their publication, alignment issue with the current Change Management process or and reviews the wording of the CM IT Policy Standard for consistency from the CIO Council in response to an organizational objective. f h l l b and completeness before submission to the CIOC. f PA CM High-Level SCM Process Accomplishments Next Steps and Timeline Major activities related to the SCM Process: Assembled Work Stream SCM Phase 2 rollout activities (business requirements for new and team; established Charter enhanced VC/Infoman SCM functionality; license rollout to 200 and Governance process applications/change types; updated process & procedure Standardized the RFC record documentation; training module availability; Lunch & Learn closure policy activities) – July 1 – October 30, 2010 Developed plans for Rollout RFC Lifecycle globally; monitor results – September 9, Standard Change Model 2010 (SCM) rollout; identified Review and update Global Change Management Policy to ensure Phase 1 pilot candidates consistency, Audit and Regulatory transparency and retention Established 2010 Work of risk policies and controls – September 30, 2010 Stream goals Implement additional VC/Infoman enhancements and Completed SCM Phase 1 complete Phase 2 pilot activities – November 1 – December Business Requirements and 31, 2010 SCM Pilot project plan Implement the Follow the Sun change management support model – Completed SCM Phase 1 December 31, 2010 pilot; initiated Phase 2 Rollout Standard Change processing globally – January 1, 2011 activities 22 Internal Citi
  • 23.
    Overall Change ProcessFlow with SCM g May be authorized/ licensed in advance by SCM a defined CAB supports straight through processing 23 23 Citi Internal
  • 24.
    Standard Change Model Overview SCM Definition A Standard Change is a change to services and infrastructure  that follows an established path, is relatively common, and is  the accepted solution to a specific requirement or set of  requirements. The crucial elements of a standard change are: The tasks are well known, repeatable, proven and are  documented with triggers. Change Advisory Board (CAB) approval of the change is given  in advance (pre‐authorized). On a periodic basis, a CAB governance board certifies the  continued use of the Standard Change.   The change type is not a project and does not require  project approval, prioritization of funding through a formal  business/IT prioritization and/or Project Management  process. The change type has a well‐established and well‐understood  risk and impact and has passed the risk assessment criteria  for a standard change. It is always recorded with an RFC The change is automated or can be automated. The Change Success Rate (CSR) metric is verifiable.  Standard  Changes have a high success rate and no outages caused by  change.  Any outages resulting from a Standard Change will  trigger an immediate suspension and review by the CAB. SCM Qualification Criteria To qualify as a Standard Change, the following pre‐defined  attributes must be proven and can be applied: Dependencies are known Stability is in place.  No known problems exist (as confirmed  by Problem Management). Post‐implementation validation is possible on every change. Tested prior to SCM acceptance. Deployed during an approved implementation window. Peer review approval carried out. Standard implementation process is documented and  regularly reviewed by the team/dept accountable for the  standard change.   User impact is known (change notification channel in place). Pre‐approved by all stakeholders SCM Priority/Category Change Priority is 3; Change Category is Standard. 24 Citi Internal
  • 25.
    TIME FOR CHANGE ARE YOU tired and frustrated with  DO YOU want to raise your  DO YOU want to reduce  Virtual Change on potentially  Virtual Change on potentially the time i k h i it takes to raise  i chasing approvers on simple, low  deploy the same day? risk frequent changes? a Virtual Change? Interested? Here’s how to get an SCM Licence? Standard Change Model (SCM) is a NEW type of record in Virtual Change available now for  streamlining the change process for repeatable low risk/impact changes What’s in it for YOU? The STANDARD CHANGE MODEL is for YOU! IS MY CHANGE SCM READY? SOME SCM EXAMPLES Low risk/impact, Stable, Well known, Repeatable, well established and well‐ Low risk/impact, Stable, Well known, Repeatable, well established and well SCM candidates   SCM candidates ‐ OK SCM candidates  NOT OK SCM candidates – NOT OK understood risk and impact    Weekly Database Maintenance  X High risk & dependencies  affecting multiple servers High success rate (CSR ‐ Change Success Rate) historically  Space Storage: Add Data files X Project Management process Post‐implementation validation  on every change  Backup  Miswarehouse  X Project  requires funding Monthly Full Backup Monthly Full Backup Detailed SCM criteria available via your Change Co‐ordinator (See above) Apply for your SCM licences NOW! Need More Info? Contact: Paul Fibkins - 25 Citi Internal Kathy O’Connor –
  • 26.
    The Change ManagementMakeover and how the Standard Change Model Galvanized Success Implementing ITIL Change Management Best Practices in a Global Organization February 17, 2011 Thank You .... Questions?
  • 27.