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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

Process Implementation

This section discusses the last three steps of the 13 required to design and implement an effective change management process. These steps include the development of policy statements and of the charter for the change review board (CRB), how to use the CRB to continually improve the change management process, and the topic of emergency changes. The section concludes with a technique to assess the change management process of any infrastructure.

As mentioned previously, there are 13 steps required to implement an effective change management process; they are listed below in Figure 1. This section will describe the last three of these 13 steps.

  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 1 Steps Required to Develop a Change Management Process

Step 11: Develop Policy Statements.

Regardless of how well the cross-functional team designs a change management process, it will not be effective unless there is support, compliance, enforcement, and accountability. These are the objectives of policy statements. They are what give a process visibility and credibility. These statements should reflect the philosophy of executive management, the process design team, and the users at large. Figure 2 illustrates a set of sample policy statements for change management.

  1. All hardware and software changes that could potentially impact the stability or the performance of the company x's IT production environment are to go through the change management process.

  2. The senior director of the infrastructure department is the executive sponsor of the change management process.

  3. Employee y is the IT change manager. In employee y's absence, employee z will serve as the IT change manager.

  4. The IT change manager is responsible for chairing a weekly meeting of the CRB at which upcoming major changes are discussed, approved, and scheduled, and prior week's changes are reviewed and dispositioned by the board.

  5. The IT change manager will have sole responsibility of entering the final disposition of each change based on the recommendation of the board.

  6. All CRB areas serving in either a voting or advisory role are expected to send a primary or alternate representative to each weekly meeting.

  7. All IT staff members and designated vendors implementing production changes are expected to log every change into the current IT tracking database.

  8. Board members are required to discuss any unlogged changes they know about at the weekly CRB meeting. These unlogged changes will then be published in the following week's agenda.

  9. All planned changes are to be categorized as either high-impact or low-impact based on the criteria established by the CRB. Implementers and their supervisors should determine the appropriate impact level of each change in which they are involved. Any unplanned change must comply with the criteria for an emergency change described in the document mentioned in this item.

  10. The IT change manager, in concert with all board members, is expected to identify and resolve any discrepancies in impact levels of changes.

  11. Approvals for all types of changes must follow the procedures developed and published by the CRB.

  12. The change manager is responsible for compiling and distributing a weekly report on change activity including the trending and analysis of service metrics and process metrics.


Figure 2 Sample Policy Statements for Change Management

A recent client took this notion of policy statements a step further by tying the compliance of change management policies to the performance review and raises of affected managers. This may seem extreme to some, but it certainly resulted in full observance of the organization's policies.

Step 12: Develop a Charter for a change review board (CRB).

The cornerstone of any change management process is the mechanism provided for the review, approval, and scheduling of changes. In almost all instances this takes the form of a change review board (CRB). Figure 3 shows a sample CRB charter. The charter for the CRB contains the governing rules of this critical forum and specifies items such as primary membership, alternates, approving or delaying of a change, meeting logistics, enforcement, and accountability. During the initial meeting of the CRB, a number of proposals should be agreed on including roles and responsibilities, terms and definitions, priority schemes and associated actions, policy statements, and the CRB charter itself.

  1. Review all upcoming high-impact change requests submitted to the CRB by the change coordinator as follows:

    • Approve if appropriate.

    • Modify on the spot if possible, and approve if appropriate.

    • Send back to requester for additional information.

    • Cancel at the discretion of the board.

  2. Review a summary of the prior week's changes as follows:

    • Validate that all emergency changes from the prior week were legitimate.

    • Review all planned change requests from the prior week as to impact level and lead time.

    • Bring to the attention of the board any unlogged changes.

    • Bring to the attention of the board any adverse impact an implemented change may have caused and recommend a final disposition for these.

    • Analyze total number and types of changes from the prior week to evaluate trends, patterns, and relationships.

  3. CRB will meet every Wednesday from 3:00 p.m. to 4:00 p.m. in room 1375.

  4. CRB meeting will eventually become part of a systems management meeting at which the status of problems, service requests, and projects are also discussed.

  5. Changes will be approved, modified, or cancelled by a simple majority of the voting members present.

  6. Disputes will be escalated to the senior director of the infrastructure department.


Figure 3 Change Review Board Charter

A number of companies with whom I worked evolved the membership of their CRB's. In most cases the first few meetings were attended by the CIO or the head of the infrastructure. This naturally resulted in almost full attendance. After a month or two, attendance may decline as executives start to delegate the conducting of the meeting to the designated chairperson. This is where the policy statements come into play. Another way to avoid this is to have the executives who attend at the start allow their chairperson to actually run the meeting. That can be difficult for executives to do, but it's effective at giving the chairperson, and the meeting, much needed credibility.

Step 13: Use the CRB to Continually Improve the Change Management Process.

Some time should be set aside at every meeting of the CRB to discuss possible improvements to any aspect of the change management process. Improvements voted on by the CRB should then be assigned, scheduled for implementation, and followed up at subsequent meetings. Small, quick wins should be publicized to show the progress of the process.

Emergency Changes Metric

One of the most significant metrics for change management is the number of emergency changes occurring each week, especially when compared to the weekly number of high-impact changes and total weekly changes. There is a direct relationship between the number of emergency changes required and the degree to which a shop is proactive. The higher the number of emergency changes, the more reactive the environment. While numbers will vary from shop to shop, in general, if you are executing more than four or five emergency changes per week, your shop is more reactive than proactive. Just as important as the raw numbers is the trending over time. As improvements to the change process are put in place, there should be a corresponding reduction in the percentage of emergency changes.

A few years ago a client of mine used only emails for his change management process. He had no idea of how many emergency changes his staff was making because the data was not collected. After a few weeks of tracking these numbers, we learned that almost 40% of his changes were of an emergency nature. After totaling overhauling his change management process, he was able to reduce his emergency change ratio down to under 10%. He and his staff both noticed the subtle change of his environment from that of reactive to proactive.

Assessing an Infrastructure's Change Management Process

The worksheet shown in Figures 4 presents a quick and simple method for assessing the overall quality, efficiency, and effectiveness of a change management process. For details on the use of this worksheet, please refer to 'Assessing a Production Acceptance Process' in the Application Section of this reference guide.

Change Management Process—Assessment Worksheet

Process Owner________________ Owner's Manager_________________ Date ________

Category

Questions for Change Management

Weight

Rating

Score

Executive

Support

To what degree does the executive sponsor show support for the change management process with actions such as attending CRB meetings, analyzing trending reports, and ensuring that applications, facilities, and outside vendors use the CRB for all changes?

Process Owner

To what degree does the process owner exhibit desirable traits and effectively conduct the CRB and review a wide variety of changes?

Customer Involvement

To what degree are key customers involved in the design of the process, particularly priority schemes, escalation plans, and the CRB charter?

Supplier Involvement

To what degree are key suppliers, such as technical writers and those maintaining the database, involved in the design of the process?

Service

Metrics

To what degree are service metrics analyzed for trends such as availability, the type and number of changes logged, and the number of changes causing problems?

Process Metrics

To what degree are process metrics analyzed for trends such as changes logged after the fact, changes with a wrong priority, absences at CRB meetings, and late metrics reports?

Process Integration

To what degree does the change management process integrate with other processes and tools such as problem management and network management?

Streamlining/ Automation

To what degree is the change management process streamlined by automating actions such as online submittals, documentation, metrics, and training; electronic signatures; and robust databases?

Training of Staff

To what degree is the staff cross-trained on the change management process, and how is the effectiveness of the training verified?

Process

Documentation

To what degree is the quality and value of change management documentation measured and maintained?

Totals

Weighted Assessment Score = (TS/(SW*4)) =

(SW)

(TS)

Figure 4 Sample Assessment Worksheet for Change Management Process with Weighting Factors

This concludes our three-part series on change management. As always, your comments and own experiences are always welcomed.

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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