IT Change Management Implementation The Journey. Marguerite Vickery Manager, Systems Change and Integration British Columbia Ferry Services Inc.

Transcription

1 IT Change Management Implementation The Journey Marguerite Vickery Manager, Systems Change and Integration British Columbia Ferry Services Inc.

2 Learning Objectives Current State/Process Assessment of Change Different Change Process Options Selling Change and Release Management My Implementation Experiences BC Ferries Experience Integrating Projects/SDLC into a Change Management Process (The BC Ferries Model) 2

3 Background 20 Years in IT in a Variety of Roles Implemented Informal Change Management Processes Implemented Formal Change Management Processes Large Clinical System Implementation VIHA VIHA IT BC Ferries Services Inc. PROFESSIONAL GOAL Manage Customer Service Experience to Meet Business Needs IT should leverage business NOT deter business Managed change should be a positive experience with benefits 3

4 What is IT Change Management? The objective of Change Management is to ensure that standardised methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to minimise the number and impact of any related Incidents upon service. Changes in the IT infrastructure may arise reactively in response to Problems or externally imposed requirements, e.g. legislative changes, or proactively from seeking imposed efficiency and effectiveness or to enable or reflect business initiatives, or from programmes, projects or service improvement initiatives. 4

5 Current State/Process Assessment of Change Understand the Acceptable Risk Legacy Applications and Change Process versus Industry Standard Implementations Organizational Maturity Clearly Defined Roles and Responsibilities Long Term Employees and Processes Management Support and Buy-in Business Inclusion (Service Level Management) Current Track Record for Changes 5

6 Current State/Process Assessment of Change Cont d Business Reliance on Technology Business Agility, Flexibility and Maturity Business and IT Relationship 6

7 Different Change Process Options Slam it Against the Wall See if it Sticks!!! (Just Do IT) Lack of Ownership (Abdication of Responsibility) Failure to Act (The Ostrich Model Do Nothing and Nothing will be Undone!) Partial Assessment and Planning (Minimal) Too Much Process (The Bureaucratic Model) Balanced Approach (Not to hard, not too soft but just right the Goldilocks Approach) 7

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9 Selling Change and Release Management Change Management Value Proposition Specific to the Organizations Culture and Business Needs Senior Business Management Buy-in IT Senior Management Buy-in Share the Experience with IT Resources Sharing the Customer Service Benefits Testing and Environment Savings Positive Customer Experience Right Information, the Right Time, the Right Hands Communication, Communication, Communication 9

10 My Implementation Experiences Start Slowly It took Awhile to get to this Stage Look for Quick Wins in Standard Change Models Bundle Releases Together to Save on Work and Testing Implement Service Outage Analysis to Learn from Experiences Provide Clearly Documented Procedures Ongoing Staff Communication and Education Manage by Walking Around The Change Manager is ALWAYS AVAILABLE 10

11 My Implementation Experiences Cont d Implement Emergency and Urgent Change Processes Provide Reporting - Metrics and Statistics Build a Supportive Team Look for Volunteers 11

12 Integrating Projects/SDLC into a Change Management Process The BC Ferries Model The Issue - Projects Create Lots of Change How do you Integrate Projects into the Change Management Process? Where do Projects fit in the Service Delivery Priorities? 12

13 Integrating Projects/SDLC into a Change Management Process The BC Ferries Model M ER Break-Fix HEAT TICKET Emergency requests Notify Change Manager Enhancement Minor HEAT TICKET Notify Services Manager Emergency requests Notify Change Manager UPDATE HEAT Update the (HEAT) ticket with relevant information UPDATE HEAT Update HEAT with the relevant analysis and planning information UPDATE HEAT Update the (HEAT) ticket as required and update any design or technical documentation if applicable CODE/CONFIGURATION UNIT TEST RESULTS QA Checkpoints: Senior ITSS staff or peer review SIT/UAT MIGRATION Notify the Change Manager if the dates have changed SIT/UAT TEST RESULTS Change Manager/CAB Enhancement Major HEAT TICKET RFC - PART 1 Owner Signs-off RFC Part 1 Notify Services Manager for approval to proceed RFC - PART 2 Review with Services Manger RFC - PART 3 Owner Signs-off Notify PMO & Change Manager REQUIREMENTS Owner Signs-off FUNCTIONAL DESIGN SPECS Stakeholders Sign-off TECHNICAL DESIGN SPECS CODE/CONFIGURATION UNIT TEST RESULTS Capital Forward to EA, AppMgr, BusMgr for feedback HEAT TICKET CPBC CHARTER* Notify the PMO before proceeding Owner & PM Signs-off Forward to PMO & Corporate Planning CPBC Approves CPBC BUSINESS CASE Forward to PMO/CAB for QA reviews Owner, PM, Bus Sustain, EA & PMO Sign-off Send final Bus Case to PMO & Corp. Plan. CPBC approves PRIVACY IMPACT ASSESSMENT (PIA) Forward Privacy Office (Mgr Corp. Serv.) for review and Approval MASTER PROJECT PLAN** Stakeholders Sign-off Send a copy of the Master Project Plan to PMO for QA Obtain approval from PSC to formally proceed to next phase REQUIREMENTS Owner Signs-off EA Signs-off (TechMgr & AppMgr) Obtain approval from PSC to formally proceed to the phase Senior ITSS staff/ea or 3 rd party code review Development Team Signs-off Obtain approval from PSC to formally proceed to the phase TEST SCRIPTS Ensure test scripts are adequately detailed (refer to the Testing Checklist document under QA Procedures and Checkpoints) SIT MIGRATION Obtain approval from PSC to formally proceed to next phase Notify the Change Manager if the dates have changed ROLLOUT/TEC PLANS Owners Sign-off PSC approves final plans SIT RESULTS Integration/Development team Sign-off SIT Results UAT MIGRATION CAB Schedule UAT Migration CAB review CAB approves migration to UAT UAT RESULTS Business team Sign-off UAT Results Schedule PROD Migration CAB review 13

14 Integrating Projects/SDLC into a Change Management Process The BC Ferries Model Ensure the Priority of Changes is Clearly Understood SUSTAINMENT (BREAK FIXES) 1 st priority REGULATORY OR MANDATORY CHANGES CAPITAL PROJECTS APPROVED MODIFICTION AND ENHANCEMENTS UNPLANNED MODIFICATION AND ENHANCMENTS 1 ST PRIORITY Business/ Change Mgr Approval Business/ Change Mgr Approval Annual Plan SISCO CAB Approval Annual Plan SISCO CAB Approval SISCO Delegated CAB 14

15 Currently At BC Ferries Change/Release Process Focuses on Quality Internal Audit has Validated the Model Change Process is Integrated into SDLC SIT to UAT UAT to Production Weekly Release Review Meetings Most Changes are Recorded Vendor Partners use the Process 15

16 Gaps at BC Ferries Not all Staff/Management Buy-in No Configuration Management to Understand Impacts No SLAs to Understand Service Levels Required by the Customers Legacy Software Applications Requiring High Level of Maintenance Difficult to use Trouble Ticket Software Adapting to Support the Processes 16

17 Some of the Next Steps Implementing Peer Review Process Develop Standard Change Models to Simplify the Maintenance Type of Changes Currently in Vendor Selection for IT Service Management Tool More Education for Staff and Managers Work with the Business on the Replacement of Legacy Applications Release Planning to Avoid Reactive Approach 17

18 In Summary GET STARTED you need to just Jump-in Be Clear with the What, Why, How and the Benefits Build a Team Lone Wolves have their use but Managing Change is not one of them! BE FLEXIBLE and UNDERSTANDING Pick your Battles Carefully People do Like to Follow the Accepted Process (if they know what it is) Celebrate Successes and Don t Punish the Failures 18

19 IF ALL ELSE FAILS 19

20 QUESTIONS???? 20