An Essential Element for Texas A&M IT Change Management

Transcription

1 An Essential Element for Texas A&M IT Change Management Melanie Best Iden Susan Edmisson Joshua Kissee

2 What are we talking about? Organizational Change Mgmt (OCM) - A framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. OCM addresses the people side of change management.think ProSci, HRD, etc. Change Mgmt- The process of implementing changes to an information resource in a controlled, orderly manner...itac Wiki - Essential Elements of Effective IT, Part B - Change Management.

3 Why are we talking about this? The Problem Set - Late 2015/Early 2016 Analysis through direct interviews of: NIS Network Engineering Business Continuance Mainframe Operations Texas A&M Software Center NIS Network Installations Help Desk New Technologies and Contracts Field Services Print Center Business Support Services Product Strategy and Communication Infrastructure Operations and Services Infrastructure Operations Support (Applications) Operations Lan & Workstation Support Business Analysis Solutions Microcomputer Repair Telecommunications

4 Why are we talking about this? The Problem Set - What we found. 68% of the groups did not have a formal process, but were doing some form of an ad-hoc approach to change management. Of the groups that indicated a formal process, three did not document the process. Of all the groups, 89% indicated that some form of communication was generated, but it was spread across 7 different channels and not consistent across those channels. Of the groups with a change management process, each had a unique tool.

5 Where are we going? The Strategic Vision Increase transparency and accountability through the timely publication of planned or emergency changes to the IT Self Service website (itselfservice.tamu.edu). Develop an efficient organization-wide (Texas A&M IT) process for the release of changes to production environments. Support TAC , NIST , FAR/DFARS, SAP M1.06, 07, 21, 22 guidance on change management processes to IT provider services by posturing critical infrastructure services to meet the current and future demand for such compliance.

6 Where are we going? The Strategic Vision Improve Operational Effectiveness through coordinated change and release management across Texas A&M IT internally to unite functional groups in their change and release planning process through an organization-wide change calendar visible to all change agents. Raise the value of services in the future Data Center (Dollar) through the assurance of a consistent and verifiable change mgmt process. Single change management tool. Not necessarily for deployment.

7 What we have done related to change mgmt... Since 2014, Texas A&M IT has: Established IT Service Management (ITSM) processes and standards beginning with the Service Desk. Created an IT Service Excellence team to promote continual service improvement and be a source for guiding ITSM. Implemented Incident/Help Request, Problem Mgmt, and a Self-Service website that contains IT Alerts and Changes as well as IT Status History per service.

8 What we have done related to change mgmt... Since 2014, Texas A&M IT has: Collaborated with the ServiceNow Shared Service partners to develop the Change Management application using the requirements identified from the previous change management analysis team and shared service members. Identified two individuals and provided the necessary training and preparation to lead the change management initiative: Susan Edmisson and Melanie Iden. Established an internal steering group that includes executive leaders to govern the project.

9 What we have done related to change mgmt...

10 What is in it for you? Increased transparency and accountability through the timely publication of planned or emergency changes to the IT Self Service website (itselfservice.tamu.edu). A renewed commitment to the protection of production environments that underpin Services that you or your stakeholders consume. Sharing of Lessons Learned by early adopters (such as Systems Engineering) to aid ITAC members in their own change management projects. Potential return during Summer 2017?

11 Enabling the Vision Susan Edmisson Project Team Role/Member Steering Group Members Executive Sponsor Cheryl Cato Cheryl Cato Project Sponsor Joshua Kissee Dr. Pete Marchbanks Project Leader Susan Edmisson Jon Griffey SME, Change Mgmt Melanie Iden Joshua Kissee Project Manager Ethel Vaught Jeff Phillips SME, Communications Allison Oslund Zac Sanders ServiceNow developer tbd

12 Enabling the Vision Project Summary Implement an efficient Change Mgmt process, as simple as possible, that: Helps ensure the purpose of a change is accomplished Eliminates or minimizes negative effects to customers Standardizes change procedures organization-wide Improves operational effectiveness through coordinated changes, which includes an organization-wide change calendar Meets current and anticipated compliance mandates

13 Enabling the Vision Project Deliverables The change process Communications plan Modifications to ServiceNow tool (if needed) Process and training documentation Initial group of services on-boarded Post on-boarding CSI

14 Enabling the Vision Project Deliverable The Change Process Driven by policy decisions by Steering Group Roles associated with Change Mgmt Change request types (Normal, Standard, Emergency) Approval path for each change request type Default or customized tasks What changes need to be tracked? Policies for CAB; Lead time for request submissions Post Implementation Review policies Initial reporting and analysis needs

15 Enabling the Vision The Change Process - not starting from scratch Customer Service Working Group report ITAC - Essential Elements of Effective IT Analysis by direct interviews - Texas A&M IT groups Shared Services Change Team Experience gained from ServiceNow partners already using ServiceNow for change mgmt Listservs and papers from other higher education institutions sharing information and experiences

16 Enabling the Vision Project Deliverable Initial group of services on-boarded - Systems Engineering (Zac Sanders) Active Directory AUTH Trusts Enterprise Backups Identity Management Services Mainframe Services Server Administration Virtualization Services Website Hosting

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18 Implementing the Vision in SN Melanie Iden Manage and document changes Risk and impact Approvals Review Roles

19 ServiceNow Change

20 Change Properties Approvals Workflow/Task defaults Timers

21 Approvals

22 Workflow/Task Defaults

23 Timers

24 Normal Change

25 Normal Change - Schedule

26 Normal Change - Planning

27 Risk and Impact Assessment Essential in determining preparedness and mitigating measures Based on the BYU Risk Assessment model

28 Risk and Impact Assessment

29 Risk and Impact Assessment

30 Normal Change Request Approval

31 Normal Change - Approvals

32 Normal Change - Tasks

33 Normal Change - Tasks

34 Post Implementation Review

35 Where does this leave us? Formal process Consistent tool Documented changes Communication to change stakeholders Continual Service Improvement

36 Thank you! Questions & Comments Melanie Best Iden Susan Edmisson Joshua Kissee