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Change Management
Introductions
Program
09.00 Start
10.30 Morning tea / coffee
12.30 Lunch
15.00 Afternoon tea / coffee
17.00 End
Day Objectives
Understanding of the Change Management process and its activities.
Good understanding of the relationships with other IT Service Management processes.
Ability to execute the Change Management activities.
Why Service Management?
Business more and more dependent on IT
Complexity of technology increases
Customers demand more
Environment becomes more competitive
Focus on controlling costs of IT
Low customer satisfaction
…
Service Management?= The Objective Tree =
The Functionally Oriented Organization
the lines decide
The Process Driven Organization
the processes decide
IT Service Management (ITSM) Focus
Questions?
ITIL Service Management
The Service Support Set?= Interconnection between the processes =
Change Management
is the process that ensures that ?standardised methods and procedures are used ?for efficient and prompt handling of all changes,?in order to minimise the impact?of any related incidents upon service.
Not every change is an improvement,
but every improvement is a change!
Input – Activities – Output
Input:
RFCs
CMDB information
FSC
Activities:
Filtering Changes
Managing Changes and the Change Process
Chairing the CAB meeting (and/or CAB/EC)
Reviewing and Closing RFCs
Management Reporting
Outputs:
Upated FSC
RFCs
CAB minutes and actions
Change Management reports
Terminology (I)
Change
The addition, modification or removal of approved, supported or base lined hardware, network, software, application, environment, system, desktop build or associated documentation.
Change Advisory Board
A group of people who can give expert advice to Change Management on the implementation of Change.
CAB / Emergency Committee (EC)
A group of people to make emergency decisions.
Change Management
Process of controlling Changes to the infrastructure or any aspect of service, in a controlled manner, enabling approved Changes with minimum disruption to the service delivery.
Terminology (II)
Change Life Cycle
The full cycle from raising the request for change until the evaluation of the executed change.
Request for Change (RFC)
Form, or screen, used to record details of a request for a Change to any CI within the infrastructure or to procedures and items associated with the infrastructure.
Forward Schedule of Changes (FSC)
A schedule that contains details of all Changes approved for implementation and their proposed implementation dates.
Projected Service Availability (PSA)
A document that contains details of Changes to agreed SLAs and service availability because current FSC.
Terminology (III)
The scope of Change Management includes:
Hardware
Communications equipment and software
System software
‘Live’ applications software
All documentation and procedures associated with the running, support and maintenance of live systems.
Process Model
Request for Change (RFC) (I)
Request for Change (RFC) (II)
Logging & Filtering
Classification
Support Tools
Service Desk / Help Desk tools
Telephony tools
Service Management tools (Configuration, Problem, Change Management)
Network monitoring tools (availability, capacity)
Network Management tools (remote support, user account management)
Release Management tools
Knowledge Management tools
Support Tools
Websites to check out:
Search on Google:?Service Desk, Call Center, Helpdesk tool, Support tool
www.tools2manage-it.com (support tools)
www.bitpipe.com (white papers)
Tool Selection (I)
Tool requirements:
Determine need / nice to haves
Which fields to support process?
User friendliness
Speed
Knowledge base: search on historical info?
Security: read / write access
Modules
Reporting functionality
Tool Selection (II)
Vendor requirements:
Reputation / history
Support focus
Training & consulting?
Future plans (new modules?)
ITIL awareness?
References (visit them!)
Partnership?
Costs associated with tools
Tool costs:
Back end
Front end: licenses
Equipment costs:
Server / disk space
Network capacity
Desktop requirements?
Training:
Support staff
Tool maintenance staff
Consulting:
Tool configuration
(Future) changes: adaptability?
Selection Process
Set up a project structure
Project manager & team
Scope
Deadlines / time frame (project plan)
Selection criteria
Request for tender (optional)
Short list vendors
Presentations / demo’s
Final cost benefit analysis
Selection
Allocation of priorities (I)
Possible coding:
Priority “Immediate”: URGENT CHANGE
Total limitation in use of essential services
Departure from normal change procedures
resources need to be made available instantly
all previous planning is postponed
Emergency meeting of CAB/EC probably necessary
Allocation of priorities (II)
Priority “High”
Severe disruption for a number of users, or
Disruption for large group of users
Departure from normal change procedures
resources need to be made available instantly
all previous planning is postponed
Top priority in next CAB
Priority “Medium”
No high urgency or high impact, but
The change cannot be postponed until a suitable moment
Processing in next CAB
Allocation of priorities (III)
Priority “Low”
The change is desired, but can wait until a suitable moment
next release
next planned maintenance moment
Advice:
The priority should be decided in collaboration with the initiator and, if necessary, with the CAB.
Risk assessment is of crucial importance at this stage. What are the risks of implementing or denying this change?
Change catergorization (I)
Possible coding:
Category “Standard Change”
pre-defined workflows
pre-approved
Category “Minor Change”
minor impact, and few resources required
the Change Manager approves
report to CAB
Category “Significant Change”
significant impact, and / or significant resources required
CAB advises
Change catergorization (II)
Category “Major Change”
major impact, and / or large amount of resources required
likely to impact on other parts of the organization
first authorization by IT Executive Committee
scheduling & implementation via CAB
Questions?
Assessment
Authorization (I)
Authorization (II)
Impact: Authorization:
Minor Change Manager (CM)
Significant Change Advisory Board (CAB)
Major IT Executive Committee (ITEC)
Urgency:
Normal Change Manager or CAB
Urgent CAB Emergency Committee (CAB/EC)
Standard Pre-defined
Authorization (III)
Authorization (IV)
CAB – Change Advisory Board
advises the Change Manager
all involved IT personnel
all involved customers
all involved others
supplier(s) hardware and software
Gas-Water-Light
telephone
government (legislation)
…
Coordination (I)
Coordination (II)
Coordination (III)
Update Forward Schedule of Change (FSC)
Build, Test & Implementation
Evaluation (PIR)
Questions?
Aligning Goals
Reporting (I)
Reporting (III)
Evaluations
Risk Reports
Impact Reports
Bottleneck reports
General Reports on changes:
Changes per CI
Resolved Known Errors
Number of ‘Back-outs’
Target audience for reports
Change Managers and Line Managers
Problem Manager
Service Level Manager
Configuration Manager
Questions?
Change Management ?= Costs, Points of Attention, Advantages =
Costs
P ersonnel
management CMDB, audits, …
A ccommodation
also for physical storage of process documents, …
S oftware
H ardware
E ducation
ITIL Master Class / ITSM-Practitioner, DB-management, …
P rocedures
designing & managing Configuration Management, documentation, instruction sets, …
Change Management ?= Costs, Points of Attention, Advantages =
Points of Attention
change in culture
1 central process comes into place that influences everyone’s activities
bypassing
projects ducking the Change Management planning
optimal link with Configuration Management
to execute a controlled change all data MUST be reliable
commitment of the supplier(s) to the process
commitment of the management
because the Change Manager ultimately decides, ?not the management of the company !!!
Change Management ?= Costs, Points of Attention, Advantages =
Advantages
fewer risks
NO more: change problem change
fewer (or no) back outs (panic reactions)
through planning an optimal estimation is possible of the implications (and costs) of changes
insight in / oversight of “problem areas” becomes possible
increase productivity users and IT personnel through stable ?IT services
large number of changes can be handled without making the ?IT environment unstable
Change Management ?= Functionally Oriented vs. Process Driven =
Change Management:?Q & A