Change Management Practitioners Forum Thursday May 17, 2012 Jon Dowell Roland Sabourin Agenda • • • • • • • • • 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 14 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 • • • • 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 • • Efficient in handling volume of changes, level of automation, ease of use Support tracking, management and reporting • Measures and Metrics 22 • • • 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 – – – – How frequent? September? October? November? • Future Change Practitioner Topics? – – – – – – – 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