Change Management: One University's evolution from chaos to calm John Borwick, Director IS Portfolio Management Rita Mewing, Change Manager, Sr. k Wake Forest University
Wake Forest University CAB an ITSM Academy Webinar
Jan 15, 2015
Change Management:
One University’s Evolution from Chaos to Calm
John Borwick, Director of IT Portfolio Management
Rita Mewing, Manager of IT Change and Metrics Management
Wake Forest University
Thursday, October 18th at 11am (Eastern)
Wake Forest University implemented department-wide IT service change management in 2008. The process has persisted and flourished during a CIO transition and a major service management tool upgrade. Now in 2012, the process appears to be anchored in our culture.
This presentation summarizes the lessons learned with the implementation and subsequent improvements, for example: the major obstacles we created in our initial roll-out and how we addressed them, how we controlled the process during our tool upgrade, how CAB has evolved to include change reviews for pending work, how we changed the perception of emergency changes, and how we have built on our change management process to solve pressing IT management issues such as allocating resources for major initiatives. Additionally, we will review our key metrics for change management and illustrate how process improvements affected these metrics.
Finally, before answering questions we will summarize what we think you should do if you are implementing or managing a change management process.
One University’s Evolution from Chaos to Calm
John Borwick, Director of IT Portfolio Management
Rita Mewing, Manager of IT Change and Metrics Management
Wake Forest University
Thursday, October 18th at 11am (Eastern)
Wake Forest University implemented department-wide IT service change management in 2008. The process has persisted and flourished during a CIO transition and a major service management tool upgrade. Now in 2012, the process appears to be anchored in our culture.
This presentation summarizes the lessons learned with the implementation and subsequent improvements, for example: the major obstacles we created in our initial roll-out and how we addressed them, how we controlled the process during our tool upgrade, how CAB has evolved to include change reviews for pending work, how we changed the perception of emergency changes, and how we have built on our change management process to solve pressing IT management issues such as allocating resources for major initiatives. Additionally, we will review our key metrics for change management and illustrate how process improvements affected these metrics.
Finally, before answering questions we will summarize what we think you should do if you are implementing or managing a change management process.
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Change Management: One University's evolution from chaos to calm
John Borwick, Director IS Portfolio ManagementRita Mewing, Change Manager, Sr.
kWake Forest University
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Wake Forest UniversityWake Forest University
Information Systems at WFU
• Central IT: Academic & AdministrativeAdministrative
• Grew in the mid-1990s due to laptop programp p p g
• Over 100 staff, with low turnover
Agenda
• Scope, assumptions, and vocabulary• Change management implementation and change • Change management implementation, and change
management v2• Timeline, 2008-PresentTimeline, 2008 Present
• 2008-March 2010• Tool Upgrade• March 2010-Now
• What You Should Do to Reduce the Chaos•• Q&A
Timeline
Scope, assumptions, and vocabularyy
What is a “change” in this context?
IN SCOPE:• Production changes• Production changes• Department process changes• “Service modifications”Service modifications• Project deliverables
OUT OF SCOPE:• ProjectsProjects• Low-risk service provisioning• Low-risk maintenanceLow risk maintenance
Assumptions
• This is not the first time you've heard of "change management"management
• Our implementation isn't a blueprint, but some of our ideas will help youp y
• Our pain is your gain
VocabularyVocabulary RFC: Request For Change EC: Emergency Change EC: Emergency Change CAB: Change Advisory Board ISMB (or MB): Information Systems Management Board ISMB (or MB): Information Systems Management Board Governing document: a controlled description of our
processp
Change management implementation, and change
t 2management v2
Gaining Buy-In
Gaining Buy-In
"I want change control."-Mike Spano, Interim CIO(December 2007)
Our first Change Advisory Board(January 2008)(January 2008)I. Attendees2 1 Business Concept Document2.1 Business Concept Document2.2 CAB Schedule2 3 Remedy Change Management Module2.3 Remedy Change Management Module2.4 Change Management Procedure2 5 CAB Infrastructure2.5 CAB Infrastructure
ITIL’s “4 P’s”ITIL s 4 P s People Process Process Products (Technology) Partners Partners
Our first Change Advisory Board(January 2008)(January 2008)I. Attendees2 1 Business Concept Document2.1 Business Concept Document2.2 CAB Schedule2 3 Remedy Change Management Module2.3 Remedy Change Management Module2.4 Change Management Procedure2 5 CAB Infrastructure2.5 CAB Infrastructure
Our first Change Advisory Board(January 2008)(January 2008)I. Attendees2 1 Business Concept Document
People2.1 Business Concept Document2.2 CAB Schedule2 3 Remedy Change Management Module
Process
2.3 Remedy Change Management Module2.4 Change Management Procedure2 5 CAB Infrastructure
Products
2.5 CAB InfrastructurePartners
The People
• Chair: Assistant CIO• Standing members: Directors• Standing members: Directors• Change managers: Continual Service Improvement
TeamTeam• Presenters: People requesting the change
CAB met 4 times a week
The Process
The Process
- Linear- Designed by one person- Same process for all
changes
The Products
• Remedy 5.5 change management module• MS Office• MS Office• Email and Calendar• Blackboard (Learning management tool)Blackboard (Learning management tool)
Note: Tool did not reinforce the processNote: Tool did not reinforce the process
The PartnersThe Partners Consultants attending the interim CIO John B eventually attended ITIL v2 Release & Control John B eventually attended ITIL v2 Release & Control
Opportunities for Improvement
• Approvals too slow• Rubber stamp approvals• Rubber-stamp approvals• Lots of emergency changes• One size fits allOne size fits all
Then the Interim CIO Left
Change Management v2
In change management v1, changes were approved after they had been built and tested.approved after they had been built and tested.
Identify a change
Change built Change tested
Change submitted …wait…
CAB approval Change implementedimplemented
In change management v2, changes were approved before they have been built.approved before they have been built.
Identify a change Approve change
Change built Change tested
Change scheduled
Change implementedimplemented
In change management v1, all changes were approved by the CAB.approved by the CAB.
Turn on a new serviceservice
Minor application CABMinor application upgrade
CAB
Add record for HR
In change management v2, there were three levels of “approval authority.”levels of approval authority.
Turn on a new service ISMBservice
Minor application CABMinor application upgrade CAB
Add record for HR Local Authority
In change management v1, we spent a lot of time figuring out who should handle a change.time figuring out who should handle a change.
Service request submitted
Team A? Team B?submitted B?
T C? T Help Desk ticket submitted
Team C? Team D?
Internal request b itt d
Who knows??submitted
In change management v2, all changes are sent to “change intake” to be classified.sent to change intake to be classified.
Service request submittedsubmitted
Help Desk ticket submitted Change intake
Internal request b itt dsubmitted
Other improvements included…Other improvements included… Holding additional training Creating notification listserves Creating notification listserves Reviewing and minimizing data collected Id tif i i h Identifying on-going change managers
Timeline, 2008-March 2010
Overall Timeline
Let’s focus on the first half,2008-March 20102008-March 2010
Here are the events John talked about
Metric tracking
Rita and Angie take on change managementmanagement
Rita and Angie take on change managementmanagement
Emergency Change (EC)Emergency Change (EC)• Paper form• Requestor and the
change manager seek signaturesDi t • Director sponsor signature
• CIO office approval signature
Change management v2
Changes by approval type
Pre-approved changes, andseparating CAB from MBseparating CAB from MB
Tool upgrade
How to make everyone mad at you(again)( g )
new tool stirred up some chaos
Teams culled the clutter Teams culled the clutter Closed tickets became archived/read only T i i id d t l Training provided too early Tool enforced approvals
new tool started to calm the chaos
Timing – easier to track different change typesTiming – easier to track different change typesFields with workflowApproval proxiesApproval proxiesPerformance ratings
March 2010-Now
March 2010-Now
Tracking and auditing with new fields
More CAB meeting improvements
Meetings and meeting deadlines
CAB/MB deadline:Friday at noonFriday at noon
CAB & MB agendas sent CAB & MB agendas sent out by Friday at 4 PM
CAB:Monday at 10:15 AM
ISMB:Tuesday at 2:00 PM
Why are emergency changes happening?happening?
Why are emergency changes happening?happening?
Emergency Change (EC)• Paper form• Requestor and the
change manager seek signaturess g atu es
• Director sponsor signature
• CIO office approval signature
Putting out fires...
Monthly Operational Report
“Work Units”
Remedy/Google Calendar integration
What does the CAB agenda look like today?y
The CAB Agenda Today
1. Attendees2. On-call pages3. Post-Implementation Review, Emergency Changes4 P t I l t ti R i N l Ch4. Post-Implementation Review, Normal Changes5. Post-Implementation Review, No Impact Changes6. Old Business7. Regular Changes8. Briefings
O h A i I9. Other Action Items10. Open CRQ tickets11. IS Change Schedule Calendar g
What You Should Do to Reduce the Chaos
Do these things
Stand firm on deadlines, processStand firm on deadlines for RFCs to go on the CAB and MB agendasStand firm on deadlines for RFCs to go on the CAB and MB agendas.
Put up with grief now to save a lot of grief later.
Make others feel the pain so you don’t have to—you are enforcing the process.
Do these things
Buy-in and support from upper managementYou can only stand firm on process when management wants the process to You can only stand firm on process when management wants the process to
work.
Do these things
Create standard templates for the agendaHave a placeholder for “parking lot” itemsHave a placeholder for parking lot items.
Change these templates to anticipate problems you’ve seen in the past.
CAB/MB questions that we have added in our template:
Communication plan needed?
Security review needed?
Training impact?
Reporting impact?
Do these things
Send the agenda with time to review before the meetingmeeting
We have a CAB listserv and email the agenda
Anyone can subscribe
We also send calendar invitations for each agenda item
Do these things
Have written rules, processGoverning documents that are updated regularlyGoverning documents that are updated regularly
We are on version 13
We review twice annually
Do these things
Assign the roles and have people dedicated to change managementmanagement
Our roles:
Change coordinators
Approvers
Change Schedulers
We have ~1 FTE dedicated to change management.
Do these things
Delegate approval authority
Deputy CIO
Directors
Managers Managers, …
Do these things
Watch Your Process TriggersOnly trigger change management for “real” changes—things that require Only trigger change management for real changes things that require review.
Summary
Q&AQ
Change Management:
One University’s evolution from chaos to calm One University s evolution from chaos to calm
(THE FOLLOWING ARE OPTIONAL SLIDES)
Connections to Other Processes
Connections to other processesConnections to other processes Project management Scrum/Agile software development Scrum/Agile software development
Projects & ProductsE
CT
ROLLINITIATE
PR
OJE PLAN ROLL
OUT CLOSING
S s)D
UC
TSve
rabl
es
PRODUCT #1
PRODUCT #2
PRODUCT #3
…
PR
O(D
eliv #1 #2 #3
Projects & ProductsE
CT
ROLLINITIATE
PR
OJE PLAN ROLL
OUT CLOSING
S s)D
UC
TSve
rabl
es
PRODUCT #1
PRODUCT #2
PRODUCT #3
…
PR
O(D
eliv #1 #2 #3
THE KIND OF CHANGE MANAGEMENT WE’RE TALKING ABOUT GOES HERE
Projects & ProductsE
CT
ROLLINITIATE
PR
OJE PLAN ROLL
OUT CLOSING
PROJECT SCOPE CHANGE MANAGEMENT
S s)
IS CONFUSING TO PEOPLE
DU
CTS
vera
bles
PRODUCT #1
PRODUCT #2
PRODUCT #3
…
PR
O(D
eliv #1 #2 #3
Scrum/Development &Change RequestsChange Requests
pp D
evro
cess Add to
BacklogReady to
WorkDevelopment and Testing
Verified in Production
Ap P
g g
nge
emen
t
Change Request Approve Scheduled and
Cha
Man
ag
Request created
ppCRQ Implemented
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