Change Control in ITIL4: So Much More Than a New Name
•
0 gostou•93 visualizações
Greg Sanker, CIO, Author, speaker and practitioner with over 30 years of global IT experience Every organization makes changes on a daily basis, and every change has the potential to go wrong and potentially do great harm to the business. How do you balance the need to manage risk, without slowing everything to a grinding halt to go to CAB? Thankfully, ITIL 4 has some great news, and this webinar will get you up to speed on Change Control. What’s in it for you? Join if you: Want to know what’s new in ITIL4 Change Control Have an unpopular CAB Need help doing change management in a DevOps world Far more than a new name for the same old thing, Change Control helps you manage changes at the speed of business.
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Change Control in ITIL4: So Much More Than a New Name
Semelhante a Change Control in ITIL4: So Much More Than a New Name (20)
Mais de ITSM Academy, Inc.
Mais de ITSM Academy, Inc. (20)
Último
Último (20)
Change Control in ITIL4: So Much More Than a New Name
- 1. CHANGE CONTROL: So much more than a new name Greg Sanker July 18, 2019
- 2. 1. Support timely and effective implementation of business- required changes 2. Appropriately manage risk to the business 3. Minimize negative impact of changes to/for the business 4. Ensure changes achieve desired business outcomes 5. Ensure governance and compliance expectations are met Organizational Capability that seeks to: What Is Change Control? @gtsanker
- 3. Change Control vs Management ■ Confusion with OCM ■ Subtle focus on managing individual changes ■ Over emphasis on process of managing changes @gtsanker Change Management
- 4. Change Control vs Management ■ Confusion with OCM ■ Subtle focus on managing individual changes ■ Over emphasis on process of managing changes ■ Control the circumstances producing changes ■ Ensures all changes are within ’control limits’ ■ Adaptive, learning, optimizing ■ Business Value focused @gtsanker Change Management Change Control Enablement
- 5. Traditional Change Management Change Development Live Environment Photo by Bryan Rosengrant, flickr.com/photos/rosengrant @gtsanker
- 20. Here’s the problem ■ Bureaucratic ■ Reactive ■ Is another queue where work stops ■ Doesn’t mesh with modern development – DevOps – Agile – CI/CD @gtsanker
- 21. A blast from the past ■ Cease reliance on mass inspection ■ Engineer Quality in ■ Quality is everybody’s responsibility ■ A bad system will beat a good person every time W. Edwards Deming @gtsanker
- 22. What’s that look like @gtsanker
- 23. What’s that look like STOP @gtsanker
- 27. Shift Left ■ Validation of value stream ■ Sprint planning ■ Integration with workflow @gtsanker
- 28. Flow @gtsanker
- 31. All Roads lead to … CAB @gtsanker
- 32. 3 1 2 4 5 6 Value Streams New In ITIL® 4 @gtsanker
- 33. New In ITIL4 Demand/ Opportunity Demand/ Opportunity Demand/ Opportunity ValueChange Control @gtsanker Value Streams
- 34. Value Stream Outcome performance ■ Failed changes ■ Business impact – Incidents/Problems – Major Incidents ■ Failure isolation – ”Blast Radius” ■ Recoverability @gtsanker
- 35. Impact Radius ■ How big is ‘big’? ■ What’s the worst that could happen? ■ What’s at risk? Entire Organization Multiple Business System Single Business System Section of Business System RiskLevel @gtsanker
- 36. Recoverability ■ “Undue”? – TTR – Complexity – Ops maturity ■ How much business impact is there from a failed change? – Business processes supported – Business Value @gtsanker
- 37. Change Risk Change Risk Impact Radius Recoverability Value Stream Track Record @gtsanker
- 38. Risk @gtsanker
- 39. Risk @gtsanker
- 40. ■ Change Authority ■ Standard Changes ■ Change Models Tools of Change Control @gtsanker
- 41. Change Authority ■ Who can approve what level of risk ■ Hierarchy of approval authority ■ Clear and unambiguous accountability @gtsanker
- 42. Change Authority ■ Business Risk & Impact ■ Business cycles ■ Benefit vs Risk ■ Blast Radius ■ Recoverability ■ Track record @gtsanker
- 43. Change Authority ■ Authority rises as risk level rises ■ Factors like – Number of critical systems impacted – Type and number of business processes supported – Number of employees @gtsanker
- 44. Standard Changes ■ Changes that are documented and preapproved ■ Have a demonstratable track record for: – Timely and effective implementation – Risk management – Negative impact – Outcome achievement – Governance and compliance ■ Are within authority of local delegated authority ■ Documented in normal change tracking tools @gtsanker
- 45. Change Models ■ Standardized approach to given change type ■ Parameters are different, approach is consistent @gtsanker
- 46. Standard Change Delegated Change Authority Change Models ■ Business Value focused ■ Changes managed “in the flow” ■ Approach agnostic ■ Business Risk Informed ■ Matches workflow velocity @gtsanker Tools of Change Control
- 47. 1. Support timely and effective implementation of business- required changes 2. Appropriately manage risk to the business 3. Minimize negative impact of changes to/for the business 4. Ensure changes achieve desired business outcomes 5. Ensure governance and compliance expectations are met Change Capabilities @gtsanker
- 48. 1 | Outcomes over Process 2 | Focus on core capabilities 3 | Think in value streams Lessons Learned
- 50. Contact Me @gtsanker Greg Sanker CIO, Author, Speaker greg.sanker@ITSMTransition.com Linkedin.com/in/gtsanker ITSMTransition.com