Change Management
Practitioners Forum
Thursday May 17, 2012
Jon Dowell
Roland Sabourin
Agenda
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Housekeeping and Introductions
Membership Contest Presentation
Practitioner Forum Overview
What is Change Management?
Scope of Change Management? Too much? To little?
Maturity. Where do you fit?
How do you define success?
Mitigating change risk. Just say NO?
Next Steps
Housekeeping & Introductions
Fire & Washrooms
Name, Company, & Experience
Jon Dowell
Facilitators
Jon Dowell
KSLD Consulting Ltd
Jon.Dowell@KSLDconsulting.com
Roland Sabourin
IT-Results Group Inc
RSabourin@IT-ResultsGroup.com
Membership Contest Presentation
Roland & Rick
Practitioner Forum Overview
Jon Dowell
Objectives of the Practitioner Forum
• To facilitate sharing of information and experiences
between like minded practitioners
• To provide an opportunity for networking
• To grow the level of knowledge of participants
How we operate
• We try to meet quarterly as a group
• The group drives future agenda based on interest levels
• We respect the difference in our level of experiences
• We participate and share freely.
What is Change Management?
Roland Sabourin
Definition of Change Management?
• Definitions:
– “standard method that handles all changes in prompt and efficient
means”
– “Respond to business and IT requests for changes to align services
with business need, while reducing the risk of incidents or
disruptions”
Goals of Change Management?
• Goal & Objectives
– Reduction of risk of incidents and disruptions arising from
changes
– “to ensure that all changes are recorded, evaluated, authorized,
prioritized, planned, tested, implement and documented in a
controlled manner”
Scope of Change Management?
Too much? Too Little?
Jon Dowell
Scope of Change Management?
– “the addition, modification, or removal of authorized, planned, or
supported service, or service components and its associated
documentation”*1
– “changes to baselined service assets and configuration across the
whole service lifecycle”
–
strategic, operational, and tactical change
* 1 ITIL V3 – Service Transition
Change Management is Schizophrenic
Balance of control and responsive
To manage and control changes to the
live environment using standard
methods and process
. . . while minimizing the risk and
impact of change related issues
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To efficiently and promptly handle
changes . . .
Maturity. Where do you fit?
Roland Sabourin
Where are we now?
How do we keep the
momentum going?
Deming Cycle- as illustrated in ITIL V2 Service Support
What is the vision?
High-level Business
Objectives
Where are we now?
Assessments
Where do we want to
be?
Measurable Targets
How do we get where
we want to be?
Process Improvements
Have our milestones
been achieved?
Measurements &
Metrics
Measuring Change Management Maturity
• ISO / IEC 20000 Service Management Standard
• Cobit (and other CMM based measurements)
• Vendor / Consultant Based models
• ISO / IEC 15504 IT Process Assessment
• Other . . .
ISO 200000 – a Service Management Standard
• What is ISO 200000
• Management Attributes
– Management Responsibility
– Documentation
– Competence, Awareness & Training
• Change Management Attributes
– Shall vs. Should
• Use in Assessment . . .
Cobit Based Assessments
• AI6 Manage Changes
0
• Non-Existent
1
• Initial / Ad hoc
2
• Repeatable but Intuitive
3
• Defined Process
• Generic descriptions of attributes
4
• Managed and Measured
• Recently released specific questions
and toolkit (PAM)
5
• Optimized
• COBIT assessment is based on
CMM (Capability, Maturity Model)
• Scale 0 – 5 levels
• Use in Assessments . . .
Generic Process Maturity Descriptions
Source: Cobit 4.1
Process AI6
© ISACCA
Change Management Maturity Model
21
Source: Cobit 4.1
Process AI6
© ISACCA
Extend the dimension of process maturity
• Management Strategy & Intent
•
•
•
Defined Service Management Strategy and Vision
Policy Statement for the Process Area
Management Awareness and Communications
• Process
•
•
•
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Process ownership and accountability
Process and Procedures Defined
Integrated with other related process areas
Maturity of process performance
• People
•
•
•
•
Roles, responsibilities and accountability clearly defined
Staff Trained and knowledgeable
Staff Understand importance of process area, culture supportive
Compliance with process
• Enabling Tools
•
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Efficient in handling volume of changes, level of automation, ease of use
Support tracking, management and reporting
• Measures and Metrics
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•
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Existence of both outcome and process performance measures, with targets set
Relevance of metrics to process objectives, timeliness of information
Usage for continual service improvement and corrective action
Extended Maturity Assessment
General
Themes
Strategy /
Intent
Process
Roles
KPI and
Measures
Stage 4
Managed by
Metrics
Stage 5
Optimized
Fully Documented,
Standardized,
Active
Manage by Metrics
Service Driven
Leverage Knowledge
Continuous
Improvement
Value Driven
Alignment activities
undertaken in some
areas and dimension
Alignment
undertaken across all
process and org
dimensions
Communication
about alignment is
pervasive
Consistent across
organization
Fully defined and
deployed process
Process are integrated
and aligned in
organization.
Continuous process
improvement,
external expertise
Individuals
Assigned
Job descriptions
are generic nature
Permanent staff /
organization with
clearly defined job
descriptions and
accountability
Strong and clear Sr.
Mgmt accountability
Training provided to
build capability
Continuous training
and appropriate
certifications
Performance linked
to compensation
Anecdotal
Basic Measures
for work activity
performed
Measurement criteria
developed for
various process
areas
Comprehensive
measure of
performance and
satisfaction - clear
linkage to business
value
Use of external
benchmarks and
standards.
Performance
communicated
across organization
No tools used
Only basic tools
(MS Office Suite)
Enterprise wide toolkit
Corporate
Dashboards with IT
and Business
performance
Stage 1
Adhoc
Stage 2
Repeatable
Stage 3
Defined
Adhoc, limited
Repeatable
Basic process
Reactive
D IT only support
i No effort to align
m
Adhoc, based on
Individual
e knowledge
n
No job
s descriptions,
Individual
i
dedication
o
or
n No measures
metrics
Enabling Tools
Mgmt Recognises
need to align
Case by Case
basis
Basic policies in
place
Stage
Standard tools and
templates used
across the
organization or given
BU
How do you define success?
Jon Dowell
Benchmark and Baseline
• Formal or informal
comparison to peers
• Comparison to industry norms,
frameworks
• As vehicle for sharing
practices in non-competitive
areas
Mitigating change risk. Just say NO?
Roland Sabourin
Risk Symptoms and Mitigations
Risk Symptoms
Risk Mitigations
Unauthorized changes being made
?
Unplanned outages
?
Low change success rate
?
High number of emergency changes
?
Delayed project implementation go-lives ?
?
?
?
?
27
Typical Problems
• Lack of co-ordination between Change and Configuration management
• Inadequate risk and impact assessment undertaken
– Inaccurate / missing configuration information in CMDB so risk of wrong decisions
– Incomplete scope of assessment (security, business impact, availability, capacity, continuity)
– Staff complacency – manipulate the system
• Urgent changes not be appropriately tested.
• Process seen as bureaucratic and burdensome
• Instituting process control over contractor support personnel or specific segments /
applications
• Lack of tools to efficiently track changes
• Scope too wide for resources available to handle
Next Steps
Jon Dowell
Next Steps
• Future Sessions
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How frequent?
September?
October?
November?
• Future Change Practitioner Topics?
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Process Review and challenges along the way…
Risk Assessment (measuring impact, scales, assessment questions,
Profile of a Change Manager – what makes a good change manager
Supporting Tools? (ITSM Suite, CMDB)
Change Models, Organization Acceptance
Challenges and Lessons
Other???
itSMF Upcoming Events!
• An Afternoon of Service
– Sharon Taylor + CIO Panel
– Tuesday, May 29
– Chamber of Commerce
• Problem Management Practitioner Event
– Jon Dowell & Jorge Wong
– Thursday, June 7
– Suncor Energy Centre
• Annual Charity Golf Event
– Supporting Kiwanis Children’s Charity
– Thursday, June 21
– Chestermere Links
15 Minute Break
Thank you!
Appendix