how to make change management work in the real world

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Everything you’re never told about how to make Change Management work in the real world! Presented by: Peter Hubbard, Pink Elephant EMEA Pink Elephant EMEA Ltd Think Differently. Think Pink

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Page 1: How to make Change Management work in the real world

Everything you’re never told

about how to make Change Management work

in the real world!

Presented by: Peter Hubbard,

Pink Elephant EMEA

Pink Elephant EMEA Ltd

Think Differently. Think Pink

Page 3: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 3

Change Management: Value to the Business

Change Management’s biggest contribution is to enable the service

provider to cope with higher volumes of change without impacting service

quality.

Increased understanding of risk during and after a Change

CHANGE

Page 4: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Poor Change Hurts!

"Earlier today we encountered an

error while making an infrastructure

configuration change that briefly

made it difficult for people to access

Facebook.” (Source USA Today:

September 2014)

that describes

it as a combination of some

planned maintenance, a failure to

update some internal configuration

files and a programmatic memory

leak (Source www.cio.com) The

issue lasted 4 days

The nearly weeklong failure points

to far larger problems for the bank,

which include managing a large

and disparate IT team that was

likely having difficulty

communicating with each other

about the upgrades.

(Source: Americanbanker.com)

Page 5: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Nat West

5

Cost of outage estimated at over

£125m

Page 6: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

RBS & Natwest....again!

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Page 7: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Management in the Wild…A study

Top 5 Issues with an organisations

Change Process itself are:

People unclear whether a change is needed

or not.

o Highly bureaucratic process painful to interact

with

o CAB meeting a technical torture chamber

o No visible way to add value leading to a poor

perception of change itself

o Approvers don’t always have knowledge or

understand the change / risks involved.

o Unable to determine change success rate

Top 5 Indicators of Poor Change

management within an organization are

o No central view of all changes occurring

o Unauthorized Changes occurring

o Unplanned outages

o A high number changes rushed through

o Limited project handover leading to operational

issues

o No change reporting

Page 8: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 8

Agility vs. Safety

Agility

Safety

An agile process but taking safety

into account

• Std Changes

• Minor Changes

• Unplanned Changes

• Emergency Changes

What is the focus of

your Change Mgt

Process?

Page 9: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 9

High Level Change Process Activity

Page 10: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 10

So what is a change?

Change - the addition, modification, or removal of anything that could have an effect on IT Services. (Do

you have a Service Catalogue?)

The scope of Change Management should include changes to all architectures, processes, tools, metrics and documentation, as well as changes to IT services and other configuration items.

So…..a change is pretty much everything then?

Page 11: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 11

Make sure Techies know when to engage

“Any non pre approved modification, maintenance or

monitoring activity taking place on an in scope item”

Examples of Changes for IT Services could include:-

• Server installations

• Network router modifications

• Server application patching

• Changes to SLAs

• Removal of hardware on an in scope item

• Break/fix to an in scope item

DOES FIXING AN INCIDENT REQUIRE A CHANGE?

Page 12: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 12

Sample Change Scope

Item Example Items

ServicesEmail Service

Internet Service

ServersPhysical Servers

Logical / Virtual Servers

Data Centre Environmental

Infrastructure

Air Conditioning Units

UPS (Uninterruptable Power Supplies)

Network Infrastructure

Firewalls

Routers

Switches

Software on an in scope itemCustomer Relationship Management Software

MS Exchange Server

Service Level Agreements Service Desk SLA

Supplier Contracts Thales Support Contract

Groups of 25 or more PCsChanges that are projected to affect more than 25 Pcs at a

time.

Multi Function Printers This the large scale printers and not individual inkjets.

Software Builds / Images Documented Software Builds for PCs

Page 13: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Standard Changes

Standard

A Standard change (Std Change) is a routine, pre approved

change. Standard changes can be utilised to fix incidents

where appropriate and do not need to be submitted for

Change Management approval each time.

Examples

Scripts to reinsert a deleted entity

Antivirus patch updates

Admin of Vasco tokens

Authorisation Level Required

CAB (on initial creation)

Local Authority (i.e. the Change Requestor)

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Page 14: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 14

High Level Change Process Activity

Page 15: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Admin…the most hated part!

Your role is to

ensure enough

information

exists to make

an informed

decision. Not to

demand war and

peace!

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Page 16: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 16

High Level Change Process Activity

Make sure change assessment is simple and

clear. It drives your workload for the rest of the process

Page 17: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Risk Assessment Form

11 Questions30 seconds to complete

MANDATORY

Change Category Example Lead Time

Minor Update to Java 3 days

Significant .com release 5 days (Plus CAB)

Major Datacentre switch replacement 10 days (Plus CAB)

Emergency Major Incident resolution Immediate (Plus ECAB)*

Page 18: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 18

Change Assessment & Lead Time

Change Raised

Change Manager

Circulates RFC to

CAB for

Assessment

5 days notice

Change Manager

& relevant

approvers agree

& schedules RFC

3 days notice

Change Manager

Circulates RFC to

CAB for

Assessment

10 days notice

CAB Estimates

Impact, Resources

Schedules

Changes

Endorsed?

Authorized?

RFC Rejected &

Closed; Initiator

Informed

Yes

No

No

Yes

Category 1

Minor

Category 2

Significant

Category 3

Major

Implement Change

Why the lead time?

Lead time is there to allow

approvers time to review

and approve too. The

bigger the risk, the more

comprehensive the review

to protect the

organisation.

Think carefully about your

lead times. They can be a

rally point for resentment

but they ARE important!

Page 19: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 19

Change Definition - Emergency

A change is considered Emergency when it meets ALL of

the following criteria:-• The change is unplanned and unforeseen

• The change is deemed to have a ‘Business Critical Impact’ and is seen to be

necessary to prevent disruption or further disruption to the production

environment.

Please note that a ‘Business Critical Impact’ could also include the following areas:-

• Changes required by Security

• Changes required by a sudden change in legislation / regulatory rules, or to

resolve an incident that means that something required by legislation is no longer

occurring

• The change is categorised as significant or major.

• The change requires implementation prior to the next Change Advisory Board (CAB)

meeting.

• The change has been deemed to be an emegrnecy by the CAB/EC

Page 20: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

If the process cannot

be broken, it will be

shattered.

Tips from the trenches

Tip

Plan for the process to be broken!

This process is in place

to protect the

organisation.

They are the shields

Who is only person

allowed to drop the

shields?

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Page 21: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 21

Emergency Changes – Special Powers

• The change is implemented as soon as it is possible.

• The change assessment and approval may happen verbally.

• Associated change documentation (i.e. the change form) can be

completed retrospectively BUT must occur within 24 hours of the RFC

implementation.

• The CAB/EC may choose to postpone any testing of the change until

after the change has been implemented.

• After completion the urgent change must be subject to a Post

Implementation Review conducted by the Change Manager. Both to

assess if any issues are likely to occur in the future as a result of the

change as well as if the change could have avoided being deemed an

emergency.

Page 22: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Approvers - ECAB

If you have MIM then involve them.

Suggested Policy

Break Fix = MIM is ECAB

Business Requirement = Full ECAB

OOH its break fix ONLY

Don’t forget to support and train your MIM!

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Page 23: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Categories

Unplanned For instances where a change requires implementation urgently, but

does not meet the definition of an Emergency change, it may be

included as an ‘Unplanned Change’ and follow the same process.

In addition to the Emergency Change Process characteristics an

unplanned change must:-

Be authorised by the relevant team manager

However an unplanned change should be reviewed upon

implementation by the Change Manager to ascertain

1) Any unanticipated side effects.

2) Why the Change was unplanned.

This information should be presented to the Head of IT Operations

and fed back to the authorising team manager, along with any

disruption or additional costs incurred due to the unplanned change

being implemented.

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Possible deterrent

policy:- The

requester of an

unplanned

Change will be

required to

explain to the

Head of IT why

the RFC could not

follow normal

process

Page 24: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Approvers - CAB

Change is a meeting. Learn

how to run meetings!

CAB is a VERY important

meeting. Do your homework

Let people leave when they

are done (if relevant)

Use the other tools available

to you. CMDB, Service

Catalogue

Involve Problem Management

as participants

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Page 25: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos. 25

High Level Change Process Activity

Page 26: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Change Review

ITIL Best Practise is to review every change.

EVERY Change?! How much time do you think I have?!!

Suggested Policy

Review EVERY Emergency Change

Review EVERY Failed Change

Review EVERY Major Change

Sample review the rest

ALWAYS make time to review at least some changes. It’s the only

way you learn.

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Page 27: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

My suggestions...

MTTA per category - Performance

Number of Incidents caused by changes - Quality

% Changes successful - Value

% reduction in emergency/ unplanned changes - Compliance

Number of Changes broken down by Category:- Workload

“We dealt with 957 changes, implementing 85% of them on time

and successfully.

We reduced the number of change related outages from 3 a

month to 3 every 6 months

We have also reduced the average MTTA for changes by 30%

since the process started and less than 10 changes made had not

been fully cleared by the process first

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Page 28: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

What will Change management look like in the

future?

Successful Change Management

Should:

We will deliver those benefits by

Minimizing unnecessary admin while

increasing the understanding of the

risks involved in change

Only asking those who have a genuine

expertise in the areas involved in a

change for comment or approval

Reduce risks inherent in change

Minimize change impact

Ensuring that the change process is

understood across the board and risks

mitigated.

Reduce costs and time to both IT and

the business

Remove unnecessary admin from

technicians

Working to reduce the admin required

to submit and progress a change

An increased focus on the use of pre

approved changes

Be seen to increase change success

rates

Measuring and publishing the value

added by Change Management in an

easy to understand way

Page 29: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Some Golden Rules

Problem Management are

your eyes and ears. Work

with them.

Most failed changes come

from failure of a process,

not technology. Include

those in your reviews and

fix things

Talk to the Service

Desk…a lot!

I’m not kidding about those

Doughnuts..

Change Management without

Standard Changes is

inexcusable. It WILL fail!

Actively work to reduce admin.

You have an ITSM tool. Never

keep a dog and bark yourself!

Bring Doughnuts to CAB

(Seriously)

Have change training as part of

IT staff onboarding. Use the

hook of ITSM toolset training if

you can

Page 30: How to make Change Management work in the real world

Change Management © Pink Elephant, 2015 All Rights Reserved. ITIL® is a Registered Trade Mark of Axelos.

Questions?

[email protected]

[email protected]

www.pinkelephant.co.uk

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