Change Management: One University’s Evolution from Chaos to Calm John Borwick, Director of IT Portfolio Management Rita Mewing, Manager of IT Change and Metrics Management Wake Forest University Thursday, October 18th at 11am (Eastern) Wake Forest University implemented department-wide IT service change management in 2008. The process has persisted and flourished during a CIO transition and a major service management tool upgrade. Now in 2012, the process appears to be anchored in our culture. This presentation summarizes the lessons learned with the implementation and subsequent improvements, for example: the major obstacles we created in our initial roll-out and how we addressed them, how we controlled the process during our tool upgrade, how CAB has evolved to include change reviews for pending work, how we changed the perception of emergency changes, and how we have built on our change management process to solve pressing IT management issues such as allocating resources for major initiatives. Additionally, we will review our key metrics for change management and illustrate how process improvements affected these metrics. Finally, before answering questions we will summarize what we think you should do if you are implementing or managing a change management process.

1. Change Management: One University's
evolution from chaos to calm
John Borwick, Director IS Portfolio Management
Rita Mewing, Change Manager, Sr.
Wake Forest University
k

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3. Wake Forest University

4. Information Systems at WFU
• Central IT: Academic &
Administrative
• Grew in the mid-1990s
due to laptop program
p pp g
• Over 100 staff, with low
turnover

5. Agenda
• Scope, assumptions, and vocabulary
• Change management implementation and change
implementation,
management v2
• Timeline, 2008-Present
2008 Present
• 2008-March 2010
• Tool Upgrade
• March 2010-Now
• What You Should Do to Reduce the Chaos
• Q&A

6. Timeline

7. Scope, assumptions, and
vocabularyy

8. What is a “change” in this context?
IN SCOPE:
• Production changes
• Department process changes
• “Service modifications”
Service modifications
• Project deliverables
OUT OF SCOPE:
• Projects
• Low-risk service provisioning
• Low risk
Low-risk maintenance

9. Assumptions
• This is not the first time you've heard of "change
management
management"
• Our implementation isn't a blueprint, but some of our
ideas will help y
p you
• Our pain is your gain

10. Vocabulary
 RFC: Request For Change
 EC: Emergency Change
 CAB: Change Advisory Board
 ISMB (or MB): Information Systems Management Board
 Governing document: a controlled description of our
p
process

11. Change management
implementation, and change
management v2
t 2

12. Gaining Buy-In

13. Gaining Buy-In
"I want change control."
-Mike Spano, Interim CIO
(December 2007)

14. Our first Change Advisory Board
(January 2008)
I. Attendees
2.1
2 1 Business Concept Document
2.2 CAB Schedule
2.3
2 3 Remedy Change Management Module
2.4 Change Management Procedure
2.5
2 5 CAB Infrastructure

15. ITIL s 4 P s
ITIL’s “4 P’s”
 People
 Process
 Products (Technology)
 Partners

16. Our first Change Advisory Board
(January 2008)
I. Attendees
2.1
2 1 Business Concept Document
2.2 CAB Schedule
2.3
2 3 Remedy Change Management Module
2.4 Change Management Procedure
2.5
2 5 CAB Infrastructure

17. Our first Change Advisory Board
(January 2008)
I. Attendees People
2.1
2 1 Business Concept Document
2.2 CAB Schedule Process
2.3
2 3 Remedy Change Management Module
2.4 Change Management Procedure Products
2.5
2 5 CAB Infrastructure
Partners

18. The People
• Chair: Assistant CIO
• Standing members: Directors
• Change managers: Continual Service Improvement
Team
• Presenters: People requesting the change
CAB met 4 times a week

19. The Process

20. The Process
- Linear
- Designed by one person
- Same process for all
changes

21. The Products
• Remedy 5.5 change management module
• MS Office
• Email and Calendar
• Blackboard (Learning management tool)
Note: Tool did not reinforce the process

22. The Partners
 Consultants attending the interim CIO
 John B eventually attended ITIL v2 Release & Control

23. Opportunities for Improvement
• Approvals too slow
• Rubber-stamp
Rubber stamp approvals
• Lots of emergency changes
• One size fits all

24. Then the Interim CIO Left
Change Management v2

25. In change management v1, changes were
approved after they had been built and tested.
Identify a change
Change built Change tested
Change submitted …wait…
CAB approval Change
implemented

26. In change management v2, changes were
approved before they have been built.
Identify a change Approve change
Change built Change tested
Change scheduled
Change
implemented

27. In change management v1, all changes were
approved by the CAB.
Turn on a new
service
Minor application
upgrade
CAB
Add record for HR

28. In change management v2, there were three
levels of “approval authority.”
approval authority.
Turn on a new
service ISMB
Minor application
upgrade CAB
Add record for HR Local Authority

29. In change management v1, we spent a lot of
time figuring out who should handle a change.
Service request Team A? Team
submitted B?
Help Desk ticket Team C? Team
T T
submitted D?
Internal request Who knows??
submitted
b itt d

30. In change management v2, all changes are
sent to “change intake” to be classified.
change intake
Service request
submitted
Help Desk ticket
submitted Change intake
Internal request
submitted
b itt d

31. Other improvements included…
 Holding additional training
 Creating notification listserves
 Reviewing and minimizing data collected
 Identifying
Id tif i on-going change managers
i h

32. Timeline, 2008-March 2010

33. Overall Timeline

34. Let’s focus on the first half,
2008-March 2010

35. Here are the events John talked about

36. Metric tracking

37. Rita and Angie take on change
management

38. Rita and Angie take on change
management
Emergency Change (EC)
• Paper form
• Requestor and the
change manager seek
signatures
• Di t sponsor
Director
signature
• CIO office approval
signature

39. Change management v2

40. Changes by approval type

41. Pre-approved changes, and
separating CAB from MB

42. Tool upgrade

43. How to make everyone mad at you
( g
(again)
)

44. new tool stirred up some chaos
 Teams culled the clutter
 Closed tickets became archived/read only
 Training
T i i provided t early
id d too l
 Tool enforced approvals

45. new tool started to calm the chaos
Timing – easier to track different change types
Fields with workflow
Approval proxies
Performance ratings

46. March 2010-Now

47. March 2010-Now

48. Tracking and auditing with new fields

49. More CAB meeting improvements

50. Meetings and meeting deadlines
CAB/MB deadline:
Friday at noon
CAB & MB agendas sent
out by Friday at 4 PM
CAB:
Monday at 10:15 AM
ISMB:
Tuesday at 2:00 PM

51. Why are emergency changes
happening?

52. Why are emergency changes
happening?
Emergency Change (EC)
• Paper form
• Requestor and the
change manager seek
s g atu es
signatures
• Director sponsor
signature
• CIO office approval
signature

53. Putting out fires...

54. Monthly Operational Report

55. “Work Units”

56. Remedy/Google Calendar integration

57. What does the CAB agenda look
y
like today?

58. The CAB Agenda Today
1. Attendees
2. On-call pages
3. Post-Implementation Review, Emergency Changes
4.
4 Post-Implementation R i
P tI l t ti Review, NNormal Ch
l Changes
5. Post-Implementation Review, No Impact Changes
6. Old Business
7. Regular Changes
8. Briefings
9. Other Action Items
Oh A i I
10. Open CRQ tickets
11. IS Change Schedule Calendar
g

59. What You Should Do to Reduce
the Chaos

60. Do these things
Stand firm on deadlines, process
Stand firm on deadlines for RFCs to go on the CAB and MB agendas
agendas.
Put up with grief now to save a lot of grief later.
Make others feel the pain so you don’t have to—you are enforcing the process.

61. Do these things
Buy-in and support from upper management
You can only stand firm on process when management wants the process to
work.

62. Do these things
Create standard templates for the agenda
Have a placeholder for “parking lot” items
parking lot items.
Change these templates to anticipate problems you’ve seen in the past.
CAB/MB questions that we have added in our template:
 Communication plan needed?
 Security review needed?
 Training impact?
 Reporting impact?

63. Do these things
Send the agenda with time to review before the
meeting
We have a CAB listserv and email the agenda
Anyone can subscribe
We also send calendar invitations for each agenda item

64. Do these things
Have written rules, process
Governing documents that are updated regularly
We are on version 13
We review twice annually

65. Do these things
Assign the roles and have people dedicated to change
management
Our roles:
 Change coordinators
 Approvers
 Change Schedulers
We have ~1 FTE dedicated to change management.

66. Do these things
Delegate approval authority
Deputy CIO
Directors
Managers,
Managers …

67. Do these things
Watch Your Process Triggers
Only trigger change management for “real” changes—things that require
real changes things
review.

68. Summary

69. Q
Q&A
Change Management:
One University s evolution from chaos to calm
University’s

70. (THE FOLLOWING ARE OPTIONAL
SLIDES)

71. Connections to Other Processes

72. Connections to other processes
 Project management
 Scrum/Agile software development

73. Projects & Products
ECT
ROLL
PROJE
INITIATE PLAN CLOSING
OUT
s)
PRODUCTS S
verables
PRODUCT PRODUCT PRODUCT …
#1 #2 #3
(Deliv

74. Projects & Products
ECT
ROLL
PROJE
INITIATE PLAN CLOSING
OUT
s)
PRODUCTS S
verables
PRODUCT PRODUCT PRODUCT …
#1 #2 #3
(Deliv
THE KIND OF CHANGE MANAGEMENT
WE’RE TALKING ABOUT GOES HERE

75. Projects & Products
ECT
ROLL
PROJE
INITIATE PLAN CLOSING
OUT
PROJECT SCOPE CHANGE MANAGEMENT
IS CONFUSING TO PEOPLE
s)
PRODUCTS S
verables
PRODUCT PRODUCT PRODUCT …
#1 #2 #3
(Deliv

76. Scrum/Development &
Change Requests
Ap Dev
Process
Add to Ready to Development Verified in
Backlog
g Work and Testing
g Production
pp
Management
Change
Change
Request Approve
pp Scheduled and
created CRQ Implemented