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📄 Contents

␡
  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

This is the first of a three-part series on change management, one of the most critical processes within IT management. A recent survey of 240 senior IT directors at the May, 2004 IT Directors' Forum listed change management as the biggest challenge in IT this year. This section introduces the major aspects of this important infrastructure activity. I begin with the definition of change management and explain the subtle but significant difference between change control and change management. Next I summarize the 13 steps required to design and implement an effective change management process.

The first nine of these steps are preparatory to process design. I discuss each these steps in the remaining portion of this section. Part two will describe in detail step ten which comprises the actual design of a change management process. Part three will cover the remaining three steps of implementing and maintaining the process, along with a method to assess the change management environment of an IT infrastructure.

Definition of Change Management

Change management—a process to control and coordinate all changes to an IT production environment. Control involves requesting, prioritizing, and approving changes; coordination involves collaborating, scheduling, communicating, and implementing changes.

A change is defined as any modification that could impact the stability or responsiveness of an IT production environment. Some shops use the terms change management and change control synonymously, but there is an important distinction between the two expressions. Change management is the overall umbrella under which change control and change coordination reside. Unfortunately, to many people the term change control has a negative connotation that warrants some further discussion.

To many IT technicians, change control implies restricting, delaying, or preventing change. But to system, network, and database administrators, change is an essential part of their daily work. They view any impediments to change as something that will hinder them as they try to accomplish their everyday tasks. Their focus is on implementing a large number of widely varying changes as quickly and as simply as possible. Since many of these are routine, low-impact changes, technicians see rigid approval cycles as unnecessary, non-value-added steps.

This apparent dichotomy is a challenge to infrastructure managers initiating a formal change management process. They need the individuals who will be most impacted by the process and are the most suspect of it to buy into the process. This is why marketing a change management process properly by pointing out its benefits, and by gaining early buy-in by those most affected by it, is so important.

Steps To Implementing a Change Management Process

There are 13 steps required to implement an effective change management process; they are listed below in Figure 1. I discuss each step in some detail and augment where appropriate with examples and forms.

  1. Identify executive sponsor.

  2. Assign a process owner.

  3. Select a cross-functional process design team.

  4. Arrange for meetings of the cross-functional process design team.

  5. Establish roles and responsibilities for members supporting the design team.

  6. Identify the benefits of a change management process.

  7. If change metrics exist, collect and analyze them; if not, set up a process to do so.

  8. Identify and prioritize requirements

  9. Develop definitions of key terms.

  10. Design the initial change management process.

  11. Develop policy statements.

  12. Develop a charter for a change review board (CRB).

  13. Use the CRB to continually refine and improve the change management process.

Figure 1Figure 1 Steps Required to Develop a Change Management Process

Step 1: Identify an Executive Sponsor.

An effective change management process requires the support and compliance of every department in a company that could affect change to an IT production environment. This includes groups within the infrastructure such as technical services, database administration, network services, and computer operations; groups outside of the infrastructure such as the applications development departments; and even areas outside of IT such as facilities.

An executive sponsor must garner support from, and serve as a liaison to, other departments; assign a process owner; and provide guidance, direction, and resources to the process owner. In many instances, the executive sponsor is the manager of the infrastructure, but he or she could also be the manager of the department in which change management resides, or the manager of the process owner.

Step 2: Assign a Process Owner.

As I mentioned previously, one of the responsibilities of the executive sponsor is to assign a process owner. The ideal process owner will possess a variety of skills and attributes to accomplish a variety of tasks. These tasks include assembling and leading teams, facilitating brainstorming sessions, conducting change review meetings, analyzing and distributing process metrics, and maintaining documentation. High on the list of desirable attributes are the abilities to promote teamwork and cooperation and to effectively manage highly diverse groups.

Step 3: Select a Cross-Functional Process Design Team.

The success of a change management process is directly proportional to the degree of buy-in from the various groups that will be expected to comply with it. One of the best ways to ensure this buy-in is to assemble a process design team consisting of representatives from key functional areas. The process owner, with support from the executive sponsor, will select and lead this team. It will be responsible for completing several preparatory steps leading to the design of the initial change management process.

Step 4: Arrange for Meetings of the Cross-Functional Process Design Team.

This sounds routine but it actually is not. The diversity of a well-chosen team can cause scheduling conflicts, absentee members, or misrepresentation at times of critical decision making. It is best to have consensus from the entire team at the outset as to the time, place, duration, and frequency of meetings. The process owner can then make the necessary meeting arrangements to enact these agreements.

Step 5: Establish Roles and Responsibilities for Members of the Process Design Team.

Each individual having a key role in the support of the process design team should have clearly stated responsibilities. The process owner and the cross-functional design team should propose these roles and responsibilities and obtain concurrence from the individuals identified.

Step 6: Identify the Benefits of a Change Management Process.

One of the challenges for the process owner and the cross-functional team will be to market the use of a change management process. If an infrastructure is not used to this type of process, this will likely not be a trivial task. Identifying and promoting the practical benefits of this type of process can help greatly in fostering its support. Figure 2 lists some examples of common benefits of a change management process.

Step 7: If Change Metrics Exist, Collect and Analyze; If Not, Set Up a Process to Do So.

An initial collection of metrics about the types and frequencies of change activity can be helpful in developing process parameters such as priorities, approvals, and lead times. If the existing environment is not producing meaningful metrics, then process design team members should gather some initial set of metrics, even they must collect them manually.

Step 8: Identify and Prioritize Requirements.

One of the key preparatory tasks of the cross-functional design team is to identify and prioritize requirements of the change management process. Prioritizing is especially important because budget, time, or resource constraints may prevent all requirements from being met initially. The Strategic Management portion of this guide contains techniques for effectively brainstorming and prioritizing requirements. In Table 1

  1. Visibility. The number and types of all changes logged will be reviewed at each week's CRB meeting for each department or major function. This shows the degree of change activity being performed in each unit.

  2. Communication. The weekly CRB meeting is attended by representatives from each major area. Communication is effectively exchanged among board members about various aspects of key changes, including scheduling and impacts.

  3. Analysis. Changes that are logged into the access database can be analyzed for trends, patterns, and relationships.

  4. Productivity. Based on the analysis of logged changes, some productivity gains may be realized by identifying root causes of repeat changes and eliminating duplicate work. The reduction of database administration change is a good example of this.

  5. Proactivity. Change analysis can lead to a more proactive approach toward change activity.

  6. Stability. All of the above benefits can lead to an overall improvement in the stability of the production environment. Increased stability benefits customers and support staff alike.

Figure 2Figure 2 Benefits of a Change Management Process

I present some examples of prioritized requirements from a composite of prior clients.

Step 9: Develop Definitions of Key Terms.

Change management involves several key terms that should be clearly defined by the design team at the beginning to avoid confusion and misunderstandings later on. Table 2 shows some common terms and definitions used by several clients. Planned and emergency changes are especially noteworthy.

This concludes the first of the three part series on change management. As mentioned previously, part two will continue with a detailed description of step ten which comprises the actual design of a change management process. Part three will cover the remaining three steps of implementing and maintaining the process, along with a method to assess the change management environment of an IT infrastructure.

References

ComputerWeekly.com, Change Management is Biggest Challenge This Year, June 22, 2004

John Jones, DeAnne Aguirre, Matthew Calderone, Resilience Report-Strategy+Business, Booz Allen Hamilton, February, 2004

Schiesser, Rich, IT Systems Management, Prentice Hall, 2002

 

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