Trusted to deliver excellence © 2013 Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc. This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies. The Role of the Change Management Function in the Service Introduction Process 6 th February 2014 Anthony Oxley IT Change Manager, Rolls-Royce [email protected] http://uk.linkedin.com/in/to nyoxley
Brighttalk - Role of Change Management in the Service Introduction process
Oct 29, 2014
It is well understood that a robust and inclusive Change Management process delivers real business benefit including reducing the risk to the business of Service disruption when introducing new and changed Services into the production environment, but what goes before and how does a Change Management function benefit and align with an established Service Introduction process?
This webinar will examine how a scaleable Change Management process and function can be utilised, and support, Service Introduction of IT Services in your organisation.
This webinar will examine how a scaleable Change Management process and function can be utilised, and support, Service Introduction of IT Services in your organisation.
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Trusted to deliver excellence
© 2013 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
The Role of the Change Management
Function in the Service Introduction
Process6th February 2014
Anthony Oxley IT Change Manager, Rolls-Royce
[email protected]://uk.linkedin.com/in/tonyoxley
Introduction
Rolls-Royce IT Change Manager
18 years in IT, Technical background
10 years Change and Configuration Management practitioner
itSMF – Service Transition & SLM SIG
MBCS
Rolls-Royce IT Change Manager
18 years in IT, Technical background
10 years Change and Configuration Management practitioner
itSMF – Service Transition & SLM SIG
MBCS
Change Management
Any deliberate action that alters the form, fit, or function of Configuration Items (CI) that impacts the production IT infrastructure.
Scope: Defined by business need/statutory regulatory compliance
3
In Scope Out of ScopeProduction Services, systems, and applications
Data management – backup and restore
Test/Dev Environments that interface with Production environments.
Sandboxed test/dev environments
Service Design Packages (Service support and configuration)
Change Management
Benefits• Implementing changes in required times• Meet SLA, while optimising costs• Reducing failed changes and rework• Assessing and managing risks• Managing egress of Services from ELS• Agile
Risks• Non-compliance/subversion• Legacy perception• Executive support lacking
4
Service Introduction Process
Project Delivery Framework:•Considerations
– Design– Build– Solution BAU functional testing– Component testing– Service readiness
•Output:– Approved as a Service and made available in the Service
catalogue.
5
Service Introduction Process
Aim
To provide a robust and stable mechanism for the controlled delivery of IT Services and Environments, to satisfy a business appetite
Scope
ALL Services/Environments including Development, Build, Test and Production
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Service Introduction Process
Benefits– Establish a new or changed service WITHIN predicted cost, quality
and time estimates.
– Ensures integrity of all customer assets, service assets and configurations.
– Coordinate activities across projects, suppliers and service teams.
– Communications with customers, users and stakeholders.
Risks– Non-compliance
– Lengthened time frames for delivery
– Perception of “blocker”
7
Service Introduction Process Tools
Gated process• Inception, Design, Build, Test, Operational acceptance
Checklists• Ask the questions at each stage/checkpoint to transition
to the next
Evidence artefacts• Living documents that form the core of the SDP when the
Service is in production
8
Service Introduction Process Tools
Checklists
9
Service Introduction Tools
Implementation Checkpoint:• Business Change• Design• Testing• Disaster Recovery• Technical Readiness• Production Readiness• Release Management• Training & Communication• Security• Deployment Plan
10
Microsoft Office Excel 97-2003 Worksheet
Sample Criteria
Production Readiness
Support Agreements and SLA: Support RACI defined and agreed. Support
agreements, and associated SLA, in place with ServiceProviders and 3rd
Parties (as required) and are either activated or ready to be activated.
Technical Readiness
Implementation Strategy & Plans: Implementation / cutover / fall back plans in
place and ready to be activated. Data creation, conversion and/or cutover
mechanisms in place and are ready to be executed. Deployment ownership
and responsibilities defined and accepted.
Disaster Recovery
Have the business accepted risks to Service on go live, and who has accepted
them? If the RTO/RPO can not be met with the design have the business /
service owner been made aware and agreed to revised RTO / RPO?
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Sample Criteria
Security
Have all priviledge access accounts been identified and handed over to
Production?
Release Management
Release necessitates a significant outage to the business which impacts beyond
Business Continuity Plans
Deployment Plans
Has the go-live/hand-over date been confirmed and communicated to all relevant
teams?
12
Sample Artefacts
Organisational Readiness Assessment:
• Financial Assessment: Cost of implementing and supporting the service;
• Technical Assessment: Effect on IT infrastructure – Hardware, software, interfaces;
• Resource Assessment: More/less people?
• Organisational Assessment: New functions required to support the service?
Service Lifecycle plan
• Service Program
• Service Transition Plan
• Service Operational Acceptance Plan
• Service Acceptance Plan
13
Service Introduction Process 14
Approved Service Offering Userbase
Service Introduction Process Tools
Checklists
15
Service Introduction Process Tools
Checklists
16
IT Change Management
Engaging Change Management 17Pr
ojec
t Del
iver
y Fr
amew
ork
(Che
ckpo
int 5
–
Impl
emen
t)
RFC created
Knowledge Transfer Plan
Operational Acceptance Plan
Communications plan
Deployment Plan
Training Plan
IT Change Management
Process
Delivery of Approved Service
Define deployment method:• User self install/Package push/Assisted
install/Announcement/Pilot/ELS deployment
Engage Change Management• Present at CAB• 7 R of Change Management• Approved deployment plan• Validates deployment readiness
18
Change Management Process flow 19
CAB requirements Yes NO
RFC completed fully? Consider at CAB Reject RFC
CP5 completed Continue to next Refer to PMO
Required artefacts handed over to Run organisation
Continue to next Refer to CP5
Knowledge transfer/training completed Continue to next Enter ELS process
Deployment plans confirmed Continue to next Create deployment plan
Deployment & Support resources confirmed
Continue to next
Schedule approved Approve RFC for Implementation
Reschedule RFC & resubmit
Service Introduction & Change Management
Same concept• Identify, define, design, build, test, validate, deploy
Appropriate rigour
Aligned but different focus• Ready to launch –v- launch ready
20
Service Introduction & Change Management
Change Management facilitates Service Introduction
Service Introduction supports Change Management function
Change Management outputs include addendum to SDP
21
Questions
?
22
Contact details
Anthony Oxley, MBCS
IT Change Manager, Rolls-Royce Plc
23
+44(0)7730957808
http://uk.linkedin.com/in/tonyoxley
@transitionthis
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