Transcript Document

Webcast
The Title
True Value of Change Management
The True Value of Change Management
March 23, 2006
2:00pm EST, 11:00am PST
George Spafford, President, Spafford Global Consulting
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The True Value of Change Management
Housekeeping
• Submitting questions to speakers
– Questions will be answered during 10 minute Q&A session
at end of presentation
– Locate “Ask a Question” button at bottom of your screen.
• Technical difficulties?
– Press *0 on telephone to talk with operator
– Dial 888-569-3848 or 719-785-6626
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The True Value of Change Management
Main Presentation
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© 2006 Jupitermedia Corporation
The True Value of Change Management
Agenda
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Why change management matters
Review change management at a high level
Change advisory board composition
Risk Management
Emergency changes
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The True Value of Change Management
Business Continuity
• Hitachi Data Systems bi-annual survey of 800 IT
directors in 21 countries in EMEA identified the
top three business continuity concerns:
– Fire
– Computer Viruses
– Human Error
57%
55%
50%
From Managing Automation, September 13, 2005
http://www.managinginformation.com/news/content_show_full.php?id=4255
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The True Value of Change Management
Security
• May 17, 2005 – Third annual CompTIA study shows human
error still counts for the majority of security incidents –
79.3%. That number is virtually the same as 2004.
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53% of organizations do not have written IT security policies.
50% have no plans to implement security awareness training.
63% have no plans to hire IT security personnel in the next year.
27% of firms polled require IT security training and only 12%
require any form of certification.
http://www.comptia.org/about/pressroom/get_pr.aspx?prid=611
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The True Value of Change Management
Availability
Operator Error
System Outages
60%
20%
Security
Related
NonSecurity
Related
5%
15%
Application Failure
20%
© 2006 Jupitermedia Corporation
Data Source: IDC, 2004. Graphic Source: Tripwire
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The True Value of Change Management
Change Management and Mean Time to Repair
(MTTR)
• MTTR is the average time it takes to recover a service to a
level acceptable in the service level agreement.
• If we don’t know what changed, the first part of dealing with
an incident is trying to figure that out!!!!
• Groups with poor change management spend an inordinate
amount (as high as 80%) of the MTTR simply trying to figure
out what changed.
• Phone calls, emails, running down the hall, etc.
• MTTR is impacted negatively by poor change management.
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The True Value of Change Management
Changes
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Is IT paid to make changes or successful changes?
80% of the fires IT fights are generated by IT!
Even if that number is high, a very large percentage of unplanned
work (45% in one client’s case) is caused by failed changes.
Change management isn’t about inspection – it’s about having
appropriate controls and processes.
“Inspection with the aim of finding the bad ones and throwing
them out is too late, ineffective, costly. Quality comes not from
inspection but from improvement of the process.” – W. Edwards
Deming
Change management is a control gate but it also generates data
that can, and must, be used to improve processes.
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The True Value of Change Management
Resources
• Who here
– Has budget limitations?
– Has more work than what his/her IT organization can
handle?
– Who has spare head count sitting idle?
• If we can reduce unplanned work
– Operating expenses are decreased
– Headcount is freed up from performing unproductive work
– Planned projects can be addressed instead
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The True Value of Change Management
The Delusion of Speed
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Getting things done quickly is vastly different than getting the
right things done quickly.
Beware the delusion of speed – you may be moving quickly, but is
it in the right direction?
AT Kearney tells us that 70% of business executives believe that
technology innovation is critical yet 80% of the actual investment
is spent on infrastructure and core operations. 45% of business
executives strongly agreed that IT was too focused on day-to-day
IT requirements.
This tells us that IT is losing traction due to problems.
This is the curse of firefighting – investing too many resources in
unplanned work.
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Webcast
The Title
True Value of Change Management
Effective change management can help
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© 2006 Jupitermedia Corporation
The True Value of Change Management
Three very inter-connected ITIL processes
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Change Management
Is the set of standardized processes and
tools used to handle change requests in
order to support the business while
managing risks. (Risk Management)
Release Management
Uses formal controls and processes to
safeguard the production environment.
Coordinates the rollout of changes. (Quality
Control)
Configuration Management
Focuses on tracking and documenting
configurations and then providing this
information to other areas including Change
and Release Management. Configuration
tracks relationships to understand who is
affected and assess impact.
The three process areas must work together
and share information.
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The True Value of Change Management
A Basic Change Management Process
• Identify a potential change
• Create Request For Change (RFC)
• Change Manager
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Filters requests
Determines urgency
Determines if it is a standard change
Identifies the category based on business impact
• Minor Impact (Change manager authorizes, schedules & notifies CAB)
• Significant Impact (Change manager sends RFC copy to CAB)
• Major Impact (Decided at a senior management or Board level)
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CAB advises the change manager who chairs the CAB
The Change Manager authorizes or rejects the change
The change is built
Release management engages to oversee testing, rollout
planning, etc.
• Configuration management tracks what is where and
relationships.
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Who should sit on the CAB?
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Change Manager
Problem Manager
Service Level Manager
Affected customers and users
Development staff
Consultants / Vendors / Outsourcers
Services Staff
Service Desk
IT Security
IT Audit
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Note:
(ITIL role)
(ITIL role)
(ITIL role)
– The CAB will be composed based on the changes to be considered
– Attendees can vary, even during a given meeting
– The CAB is a decision making body, not a forum for communications. Ask “Does the
potential attendee add a needed perspective?”
– Use the Forward Schedule of Change (FSC) to communicate
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Change Management & Other Processes (1)
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Incident Management
– Changes to address incidents must route through Change Management
– Incidents associated with changes
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Problem Management
– Changes arising from the generation of workarounds from known errors as
well as final solutions are processed through Change Management.
– The Problem Manager sits on the CAB.
– Post Implementation Review
– Problems associated with changes
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Availability Management
– Projected Service Availability (really negotiated unavailability) for
confirmation
– Forward Schedule of Change (FSC)
– Reports on implemented changes and their potential impact to availability
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The True Value of Change Management
Change Management & Other Processes (2)
• IT Service Continuity Management
– Proposed changes for ITSCM review
– Notification of implemented ITSCM related changes
• Capacity Management
– RFCs from Capacity Management
– Review of proposed changes for capacity impact
– Review of backed out changes
• Financial Management
– Financial assessment of proposed RFCs
– Financial review of implemented RFCs
• Security Management
– RFCs from Security Management
– Assessment of proposed RFCs
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Webcast
The Title
True Value of Change Management
Change management is all about risk
management
It’s up to you as to whether the process is
bureaucratic or not
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The True Value of Change Management
Don’t try to eliminate risk!
100%
Level of Assurance
You can spend a fortune and
you will never truly hit a
100% level of assurance.
The objective is to lower risk
to an acceptable level,
not eliminate it because
you can’t!
Level of Investment
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The True Value of Change Management
Change Management Process
• You either follow it or you change it – there is no
other option.
• Design a process that is sustainable.
• The process must temper the need to support the
business with the need to manage risks.
• The exact process needs to take the
organization’s unique mix of resources, business
needs and risks into account.
– For example, the process for a small company may look very
different than that of a firm in a highly regulated industry.
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Tip: Implement a Detective Control
• To enforce the policy and drive cultural change, implement
a detective control.
• At the outset, the rate of changes going through the
process is often far smaller than the actual rate of changes
going around the process.
• Integrity management systems specialize in monitoring key
areas of systems for changes and reporting what is found.
– Compare current production builds to last known good builds
– Report on changes detected outside of approved maintenance
windows
– Prove that detected changes tie out to only approved changes
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The True Value of Change Management
Emergency Changes
• Emergency changes still follow a process
• Change manager convenes the CAB or CAB/EC
• They then quickly review resources, impact and urgency to
make a go/no-go decision.
• The change manager can authorize without the CAB or
CAB/EC
• Emergency changes have higher risk as they follow an
abbreviated process
• Follow a defined escalation list
• Follow a defined check list
• Test in greater detail afterwards
• Review in the next CAB meeting
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We need to stop the fires
• W. Edwards Deming attributed this to Juran:
– “You are in a hotel. You hear someone yell fire. He runs for the fire
extinguisher and pulls the alarm to call the fire department. We all
get out. Extinguishing the fire does not improve the hotel. That is
not improvement of quality. That is putting out fires.”
• "People work in the system. Management creates the
system."
• So, how does firefighting in IT improve anything? We must
stop the errors before they go into production.
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The True Value of Change Management
Process References
• ITIL’s Service Support volume is the standard
http://www.ogc.gov.uk/index.asp?id=2261
• Microsoft’s Operations Framework
http://www.microsoft.com/technet/itsolutions/cits/mo/smf
• British Educational Communications and Technology
Agency (BECTA)
http://www.becta.org.uk/tsas
• IT Process Institute’s Visible Ops Methodology
http://www.itpi.org
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© 2006 Jupitermedia Corporation
Webcast
The Title
True Value of Change Management
Thank you!
George Spafford
[email protected]
http://www.spaffordconsulting.com
Daily News Archive
http://www.spaffordconsulting.com/dailynews.html
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The True Value of Change Management
Questions?
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© 2006 Jupitermedia Corporation
The True Value of Change Management
Thank you for attending
If you have any further questions, e-mail
[email protected]
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