Change Management:

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(No Transcript)
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Change Management Northeastern Case Study Kendra
Seaman Change Manager
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Northeastern University Background

• Full Time Undergraduate 15,339
• Total Undergraduate 16,897
• Full Time Graduate 5,732
• Total Students 22,880
• 3,564 Total Faculty (1,726) and Staff (1,838)
• 8 Colleges
• 9 Groups within Information Services (IS)

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Timeline
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Drivers for Change

• Working in Silos Throughout IS Organization
• Changes Made Causing Other Services to Fail
• No Advanced Communication
• Colliding Changes
• No Verification of Time for Change
• Changes Made without Proper Customer
  Communication
• Service Desk Left Without Current Knowledge
• Large Number of Unscheduled Changes

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Vendor Assessment
IT Service Management consulting, implementation,
and education company

• Third Sky
• Evaluation Methods
• Interviews
• Observation
• Questionnaire
• Assessment Results
• Strength in Incident Management
• Lack Communication about Changes in Environment
• No Cross-Group Tracking
• Not Apparent what Services IS Offers

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1st on Roadmap -- Change Management

• Created New Processes and Submitted
• Leadership Team says
• We Want Change Management and We Want It Now
• Processes Approved
• Implement in 2 Weeks

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Objectives

• Strengthen Communication Across IS
• Track Changes to Production Services Only
• Track Changes Across IS Groups
• Begin Thinking in Service Terms
• Minimize Customer Impact
• Schedule Changes at Most Appropriate Time
• Provide the Service Desk Timely Information
• Reduce the Number of Unscheduled Changes

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SMTs and CAB Begin

• Service Divided into 3 SMTs
• RFC Form Updated from Feedback
• Approvals Granted by CAB

Education and Training Begin

• CIO Speaks at All Hands Meeting
• First Group Attend ITIL Foundation v3 Training

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CAB Improvements

• 3 Months in Asked for CAB Feedback
• Limited Members (18 down to 9)
• Streamlined Responsibilities
• More Accountability from Leadership Team

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Education and Training Continues

• Second Group to ITIL Foundation Training
• 300th Request for Change in 8 Months

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Northeastern Specific Processes

• Request For Change Process
• CAB Meeting Process
• eCAB Process

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Request For Change Process
CAB Meeting Process
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Request For Change Process

• Customer Requests
• Members within IS
• Internal IS group reviews
• Submitted via Email ( rfc_at_neu.edu)

• Review for Completeness
• Add to Change Log
• Upload to SharePoint

• Email Facilitator
• Added to Agenda

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Request For Change Process
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Request For Change Process

• Review of RFC

• SharePoint for Data Repository

Change Management SharePoint Site
00277 Change myNEU Portal Timeout to 60 Minutes
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CAB Meeting Process

• Update Change Log
• Add to CAB Agenda
• Upload to SharePoint

• Evaluate Change
• Check on Open SMT Tasks

CAB Meeting Agenda - 101408
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CAB Meeting Process

• CAB has Authority to Reject Change Requests
• To Date, 0 Changes have been Rejected

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CAB Meeting Process

• Added to FSC
• Update Change Log

• Communication
• IS Change
• Impacted Customer
• NUAnnouncement
• ACD Message
• IS-All Email

FSC
Verification Change was Made on Time and
Successfully
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CAB Meeting Process

• CAB can Ask for More Information before Approving
• CAB can Send Back to the SMT if the RFC
  Requirements

Change
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eCAB Process

• Review and Approve Emergency Changes
• Request Submitted via Email ( ecab_at_neu.edu )
• eCAB Comprised of 5 IS Directors
• Request Requires a Minimum of 3 Approvals (no
  Dissents)
• Post Review in Next CAB Meeting

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Achievements and Benefits

• Cross-Group Communication
• Visibility into Other Groups in IS
• Common Vocabulary
• Technicians Verifying RFC Aprovals
• Requests for Training
• Individual and Team Accountability
• Empowerment of CAB
• Schedule Checks to Eliminate Conflicts
• Post-Implementation Reviews
• Process Expansion and Improvement

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Challenges

• Quick Launch!
• WIIFM?
• Lack of Understanding of Change Management
• Bureaucratic Process
• Turn Around Times
• Tool
• Voicing Concerns in CAB

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Lessons Learned

• Treat the Implementation as a Project
• Defined Project Plan
• Training and Awareness for Staff
• Meet and Greets and Expectation Setting
• Kickoff or Campaign before Launch
• Team Discussions led by IS Group Director
• Training
• Take Time Out to Celebrate the Wins
• Be Open to Feedback

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Looking Ahead Future Developments

• Continue Training
• Change Management Metrics
• Continue Tool Discussions
• Potential eCAB Realignment

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Questions?