Welcome In Need of Change Management sheridancollege.ca
Introduction 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 ’ sheridancollege.ca
Change? Management? Culture Change? … Background Fall of 2013 Change Management became a ‘thing’ because What we were doing was no longer working. Operation Management System (OMS). sheridancollege.ca
Fall 2013 OMS Email Gaps 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?) • sheridancollege.ca
Fall 2013 OMS Meeting Gaps 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. sheridancollege.ca
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/ sheridancollege.ca
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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 sheridancollege.ca
Yah - Julia’s here! 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. sheridancollege.ca
OMS Gaps I asked Julia about OMS gaps… “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) Change just happens. sheridancollege.ca
Getting Ready to Change the way we changed 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. sheridancollege.ca
The Plan Announced A call for volunteers - sign up for a spot on one of 5 teams! “The approach was inclusivity to ensure maximum buy-in.” - Julia - 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 sheridancollege.ca
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. sheridancollege.ca
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 Key Takeaway: Employee Empowerment Self organizing teams had authority over method, resources, and solution designs Result: Greater ownership for deliverables. sheridancollege.ca
Policy Statement Oct 28 to Nov 8 Team 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. sheridancollege.ca
Policy Statement Oct 28 to Nov 8 Team Defined scope and policy around the following principals 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) sheridancollege.ca
Process Definition Nov 11 to Dec 13 Team wrote the book on Change Management Roles and Responsibilities Change Management Schedule Change Originator Change Window Service Owner Special Approval Periods Business Owner Change Submission Time Frames Change Manager Change Schedule Change Advisory Board (CAB) IT Management Team Request for Change (RFC) Change Categorization Business Reason for the Change Standard Changes Implementation Plan Normal Changes Test Plan Minor Changes Back-out Plan Significant Changes Impact Assessment Major Changes Risk Assessment Emergency Changes Communications, Training, and Documentation Plan Change Record States Change Authorization Model Change Management Process Map Change Management Process Measurements Change Management Reports Measurements sheridancollege.ca
Process Definition Nov 11 to Dec 13 Team sheridancollege.ca
Supporting Docs & Dec 13 to Jan 10 Forms Team What forms do Software is Coming! we need? Request for Change Form Back-out Plan Standard Changes Approval Form Test Plan CAB Agenda and meetings forms CSF (KPI – measuring continual improvement) sheridancollege.ca
Implementation Plan Team Promotion & Training Documentation (Web) 6 videos introducing employees to CM Fundamentals https://it.sheridancollege.ca/aboutIT/IT-Governance/CAB/ sheridancollege.ca
Implementation Jan 13 to Feb 28 Plan Team Transition Communications (internal/external) Decommissioning sheridancollege.ca
Implementation -----Original Message----- Plan Team 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 An Ode to OMS Schedule (OMS) Today we say farewell to an old friend Change: 2014-0448 Author: Our management schedule, to avoid abend Earliest start date: Aug-06-2014 10:00 pm Scheduled completion: Aug-06-2014 10:30 pm Her background colour was bland and had an odd vibe Required resource: CSG Description: I - CSG - Retire Operational Management It was all the rage in nineteen ninety-five Schedule (OMS) Prerequisites: (OMS # only) None Her bits and bytes have hardly strayed Dependent: (OMS # only) None Clients Affected: Those that use OMS and receive OMS From those early days when she was made messages Testing arranged: - She helped us keep operations on track Communication to clients: This OMS Time frame: 30 mins Her font colour was never red, it was always black Is reboot necessary: No Server: - A tonne of Berkley DB files, that sounded good Users off system: No Sign off: - And some Perl CGI under the hood Training required: No Fast-track: No Some free text forms, that did the trick COMMENTS: This OMS was requested by Julia Kraveca - And now I turn her off with just one click Any existing and/or open OMSes may still be closed after the OMS system has been She served us well for many a year retired by the usual method. - Please bow your heads and raise some cheer Change Management process and the tool that supports it are becoming a reality Complete. on 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 sheridancollege.ca
This team took the 32 requirements and measured Tool Evaluation them against stated capabilities of the sourced Team vendors sheridancollege.ca
Tool Evaluation Team Requirements were prioritized on a Vendor Requirement Scorecard scorecard in 4 categories: Must have: budget, AD integration, and Data Migration Required (80% weight) Nice to have (15% weight) Considered but not critical (5% weight) sheridancollege.ca
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