In Need of Change Management sheridancollege.ca Introduction Meet - - PowerPoint PPT Presentation

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In Need of Change Management

Welcome

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Meet your Presenters

Kevin Dickieson – Change Management – What Happened? Ryan Green – CM System Waldo Calderon – CAB

Our story about how we got involved in Sheridan’s Change Management ‘Culture Change’

Introduction

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Culture Change? … Background

Change? Management? Fall of 2013 Change Management became a ‘thing’ because What we were doing was no longer working. Operation Management System (OMS).

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OMS Capability Gaps

• Email broadcast – right communication not always to the right stakeholders
• Inconsistent communications to clients (service outages, dashboard changes)
• Different perceptions on what qualified as a change
• Tracking complex and manual
• Supporting documentation not built in (test and back-out plans)
• No configuration management
• The right people not signing off
• No automated prioritization or event triggering
• No configuration management
• Did not always identify dependencies (were other systems impacted?)

Fall 2013 OMS Email Gaps

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OMS meetings capability gaps:

• Agenda did not always reflect current changes
• Many decisions were already made
• Became a review of what was already done
• No rep or the right rep not available
• Up to date information often not available

We needed a framework to follow. People started talking about ITIL.

Fall 2013 OMS Meeting Gaps

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Information Technology Infrastructure Library Globally recognised best practice methodology for IT service management. Used all over the world to ensure IT services are aligned to the needs of the business. Provides trusted guidance on how businesses can use their IT services to support their goals and facilitate business growth. https://www.itil.org.uk/

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Fall 2013 Current State

What we knew at this point:

• 1. Many areas needed attention

(CM was … not really there at all)

• 2. We had in mind

the framework

• 3. But we lacked know-how

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August of 2013 Sheridan welcomed

Julia Kraveca, Director of IT Services

Julia paved the way for the CM culture change and the future of ITIL at Sheridan.

Yah - Julia’s here!

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“Change was not managed…”

… OMS offered a simple way to enter information about a change, but it had no process around it. Although there was discipline to document changes, they were not reviewed, nor approved. They just happened.

• Reports were not available (no measurements in place)
• Decision making information was not available
• Stakeholders not consulted (negative UXP)
• Communication plans for outages did not exist (negative UXP)

OMS Gaps

I asked Julia about OMS gaps…

Change just happens.

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Some unique activities started to take place

• ITIL information was being introduced and shared throughout IT.
• Training available & Managers encouraged staff certification.
• Videos produced introducing staff to CM fundamentals.
• ITIL and CM knowledge sessions were taking place.

ITIL was going to be a massive undertaking but it was here. We were getting prepared. Getting Ready to Change the way we changed

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The Plan Announced

Policy Statement …Oct 28 to Nov 8 Process Definition … … Nov 11 to Dec 13 Tool Requirements … … … Dec13 to Jan 10 Supporting Docs & Forms … … … Dec 13 to Jan 10 Implementation Plan … … … … … … … … … Jan 13 to Feb 28

A call for volunteers

• sign up for a spot on one of 5 teams!

“The approach was inclusivity to ensure maximum buy-in.”

• Julia -

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The Plan The 5 teams were provided:

• in-house designed templates to ensure adoption of best practice
• list of milestones and timelines to achieve outcomes

Upon completion of milestones the teams:

• presented to IT Leadership to seek final approval
• presented to all in IT to show incremental accomplishments

This approach took us 9 months from start to going live with the process and configured tool.

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5 Teams Empowered with clear Objectives

Policy Statement Oct 28 to Nov 8 Process Definition Nov 11 to Dec 13 Tool Requirements Dec13 to Jan 10 Supporting Docs & Forms Dec 13 to Jan 10 Implementation Plan Jan 13 to Feb 28

Self organizing teams had authority over method, resources, and solution designs Result: Greater ownership for deliverables. Key Takeaway: Employee Empowerment

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Introduction

The objective of change management is to ensure that changes are recorded, evaluated, authorized, planned, tested, implemented, documented, communicated and reviewed in a controlled manner. The benefit of this process is to prevent unplanned IT service interruptions that negatively impact the Sheridan community, and the IT systems they use to deliver their services. Policy Statement Team

Oct 28 to Nov 8

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Policy Statement Team

Prioritization (Structured, consistent protocols to manage changes) Segregation of Duties (Rules around roles and authority) Authorization (Structured authorization rules designed for all anticipated scenarios) Change Windows (Sensitivity to the flow of the business) Process Measurements (Methods in place to ensure continual improvement) Compliance (We’re following the rules)

Oct 28 to Nov 8

Defined scope and policy around the following principals

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Process Definition Team wrote the book on Change Management

Roles and Responsibilities Change Originator Service Owner Business Owner Change Manager Change Advisory Board (CAB) IT Management Team Change Categorization Standard Changes Normal Changes Minor Changes Significant Changes Major Changes Emergency Changes Change Authorization Model Change Management Schedule Change Window Special Approval Periods Change Submission Time Frames Change Schedule Request for Change (RFC) Business Reason for the Change Implementation Plan Test Plan Back-out Plan Impact Assessment Risk Assessment Communications, Training, and Documentation Plan Change Record States Change Management Process Map Change Management Process Measurements Change Management Reports Measurements

Nov 11 to Dec 13

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Process Definition Team

Nov 11 to Dec 13

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Software is Coming!

Request for Change Form Back-out Plan Standard Changes Approval Form Test Plan CAB Agenda and meetings forms CSF (KPI – measuring continual improvement) Supporting Docs & Forms Team

Dec 13 to Jan 10

What forms do we need?

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Promotion & Training Documentation (Web) 6 videos introducing employees to CM Fundamentals

https://it.sheridancollege.ca/aboutIT/IT-Governance/CAB/

Implementation Plan Team

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Decommissioning Implementation Plan Team

Jan 13 to Feb 28

Communications (internal/external) Transition

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An Ode to OMS Today we say farewell to an old friend Our management schedule, to avoid abend Her background colour was bland and had an odd vibe It was all the rage in nineteen ninety-five Her bits and bytes have hardly strayed From those early days when she was made She helped us keep operations on track Her font colour was never red, it was always black A tonne of Berkley DB files, that sounded good And some Perl CGI under the hood Some free text forms, that did the trick And now I turn her off with just one click She served us well for many a year Please bow your heads and raise some cheer Complete.

• ----Original Message-----

From: it-bounces@list.sheridaninstitute.ca [mailto:it- bounces@list.sheridaninstitute.ca] On Behalf Of OMS Scheduler Sent: August-01-14 11:32 AM To: oms@sheridanc.on.ca Subject: OMS 2014-0448 - I - CSG - Retire Operational Management Schedule (OMS) Change: 2014-0448 Author: Earliest start date: Aug-06-2014 10:00 pm Scheduled completion: Aug-06-2014 10:30 pm Required resource: CSG Description: I - CSG - Retire Operational Management Schedule (OMS) Prerequisites: (OMS # only) None Dependent: (OMS # only) None Clients Affected: Those that use OMS and receive OMS messages Testing arranged:

• Communication to clients:

This OMS Time frame: 30 mins Is reboot necessary: No Server:

• Users off system:

No Sign off:

• Training required:

No Fast-track: No COMMENTS: This OMS was requested by Julia Kraveca

• Any existing and/or open OMSes may still

be closed after the OMS system has been retired by the usual method.

• Change Management process and the tool

that supports it are becoming a reality

• n August 7th.
• Important information for the go live:
• 1. Install Cherwell tool and use it to

create and submit changes: https://cherwell.sheridancollege.ca/cherw

Implementation Plan Team

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This team took the 32 requirements and measured them against stated capabilities of the sourced vendors Tool Evaluation Team

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Requirements were prioritized on a scorecard in 4 categories:

Tool Evaluation Team Vendor Requirement Scorecard

Must have: budget, AD integration, and Data Migration Required (80% weight) Nice to have (15% weight) Considered but not critical (5% weight)

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1. Cannot exceed approved budget 2. Active Directory integration 3. Data migration/extraction/ownership 4. Web based application 5. Must scale and integrate future ITIL processes 6. Ability to create custom workflows 7. Out of the box Reports 8. Custom Reports 9. User Authentication through SSO

• 10. RFC Status Notifications
• 11. Customizable RFC Forms
• 12. Database Management System (DBMS)
• 13. Microsoft Exchange Calendar Integration
• 14. RFC Authorization Workflow
• 15. Reusable RFC Request Forms
• 16. Product Documentation
• 17. System Monitoring and Administration
• 18. Entry of Historical RFC Requests
• 19. Change Management Schedule
• 20. Able to define change window, blackout periods
• 21. Support for custom views
• 22. Ability to store attachments
• 23. Accessibility Support
• 24. Auto-calculation of Risk Assessment and Impact
• 25. Assessment based on RFC impact details.
• 26. Ability to search through RFC’s
• 27. Vendor credibility
• 28. Support (SLA)
• 29. Transfer of temporary authorization permission
• 30. Key Performance Indicator(KPI) Reports
• 31. Sheridan Branding (Logos, colours)
• 32. Allow multiple sessions in browser

Generated and prioritized by all employees from all areas. Tool Requirements (From Process Team Statement) Key Takeaway: Employee Empowerment

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Scorecard 90% of our requirements Pros Integrates with systems (SSO) Tracks data and has trigger events Scales with other ITIL processes Event trigger/tracking Excellent Licensing flexibility Data management Custom workflows Approval process (sign-off) Role assignment capability UAT and Back-out plan management

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Cherwell & CAB

Ryan Green Waldo Calderon Cherwell & the Change Advisory Board

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CAB (Change Advisory Board) Web Site https://it.sheridancollege.ca/aboutIT/IT-Governance/CAB/

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An Interview with the Director “We have a best practice that is repeatable, documented, measured and managed.” “Change management controls and manages all changes and enables beneficial changes to be made with minimum disruption to IT services.” Business Benefits & Client Value

• Reduce service disruptions
• Minimize defects and re-work
• Reduce time to resolve incidents
• Maximize service availability
• Manage risk

I asked Julia … What Value did CM bring to Sheridan?

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Success depends on defined criteria. “My Goals…” Full inclusivity of people – they designed the processes. Buy-in for using a best practice framework. Apply just enough rigor so the adoption is higher. Proof it works and personal ownership I asked Julia … Looking back now, How successful was CM?

An Interview with the Director

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“But above all, I saw the success of the project when those people who resisted initially, became my champions and started promoting this process so others can adopt. That’s what the success was to me in this initiative. One year later customers started to see the benefits and that’s the most important indicator of success. I asked Julia … Looking back now, How successful was CM?

An Interview with the Director

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I asked Julia … What impact did CM have on our future?

An Interview with the Director

It was our baseline on the level of engagement by the IT team and the value that we thought we’d provide to our customers. We've used the approach of five sub teams in the other two initiatives – service catalogue and incident management.

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Closing Remarks

My Perspectives

The approach worked. Self managed teams are empowered and take

• wnership for the solution. That creates quality.

Not just about CM. We proved that teams who collaborated across silos produce more creative and correct results, faster. Implementation is more efficient and faster. We had one plan and followed one framework.

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Questions comments feedback?

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Definitions

Definitions Change: any addition, modification, or deletion of anything that may affect IT services. Including software, hardware, infrastructure, or processes. IT Management Group: a group consisting of management representatives from all teams of IT CAB (Change Advisory Board): a cross-functional gathering of representatives who assess, prioritize, and authorize changes. ECAB (Emergency Change Advisory Board): A sub-set of the CAB who makes decisions about high impact emergency changes Production Environment: An IT System in which hardware and software are in live use, in contrast to a development

• r test environment.

Reactive Change: a change that is implemented as a response to an event or incident Proactive Change: a change that is implemented to provide value or to prevent negative impact to the Sheridan community Change Window: a defined period of time in which all proactive changes will be scheduled