Change Enablement Q3 Update

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Change Enablement Q3 Update
Objectives Value Objectives Value
The Change Enablement team adds value and increases transparency and engagement by applying a structured methodology to all change enablement and communication activities across the IT organization. The Change Enablement team adds value and increases transparency and engagement by applying a structured methodology to all change enablement and communication activities across the IT organization.
Results Achieved in Q3 2013 Results to be Delivered for Q4 2013
Provided CE support for 39 projects in Q3 of which 13 were completed. Examples include X integration, DB Re-architecture, Converting Mac to PC, CTSS Virtual Attendant, Software Request Process Improvements, Automatic Ticket Generator. Conducted Iris post-production support and troubleshooting for IT content reporting several issues to IrisHelp Continued to support ITs needs for Iris content (creation of SAP COE page, Video Conferencing, etc.) Completed and sent the Q2 IT report Provided assistance with IT All Hands materials Delivered a successful SharePoint training program Completed 24 of 24 sessions, engaging over 500 attendees (avg. of 20 / class). Attained broad geographic reach (28 ex-US) and business area engagement Added an IT Service Delivery Comm. Web part to Iris IT homepage to increase visibility of key messages Sent IT Perks global communication and supported over 52 inquiries through question submission tool on Iris Contributed to HRs NEO Program (new employee onboarding), provided new content on IT services and allocated EUC presenters at each site Delivered EUCT online training registration resource center Continue to provide CE support for projects Examples iOS 7, Archive Alignment, Druva at RM, SharePoint Migrations, Voice Upgrades, Lex office moves Assist with Mobile Device Strategy communications Roll out an IT Communication Job Aid and improved template library to service both Incident and Change Management processes, and any general IT request. Assist in revising and launching a new Change Management CCB Governance structure Deliver LATAM IT services refresh communications and customer satisfaction survey Deliver customized communication and training materials in support of EUCT Program deployments Work with ITO team to deliver and educate on new Crisis Management Process Roll out online tool and communications in support of RM Asset Audit
Opportunities / Challenges / Obstacles / Asks Opportunities / Challenges / Obstacles / Asks
Added CIO review as part of approval cycle to address vendor training deficiencies which impact quality of comm. Added CIO review as part of approval cycle to address vendor training deficiencies which impact quality of comm.

• Planned to be delivered and completed
• Unplanned and delivered

• Planned and not delivered
• DE-PRIORITIZED Planned, not delivered and also
  de-prioritized

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Change Enablement Support DashboardQ3 2013

• Legend
• Green Always meets / exceeds expectations
  Little/no risk
• Amber Partially meets / exceeds expectations
  Some risk
• Red Rarely / never meets / exceeds expectations
  High risk

Service Levels for IT Project Support (AMBER)
Type of IT Service Delivery Emails Sent

• Each project is assessed to understand the scope
  of impact and the degree of change to determine
  the service levels required for that effort and
  to plan accordingly.

• Shows purpose of emails sent in Q3 from IT
  Service Delivery.

Simple Change Low CE Support
Complex Change High CE Support
Low Medium High
Q3 Totals 20 14 5
Completed in Q3 9 4 0
Volume for Across All Service Areas (GREEN)

• The volume of tactics executed (created and / or
  approved) in Q3 were measured across each CE
  Service Category.

Quality for IT Service Support (AMBER)

• Created IT Communications Job Aid (click here to
  view) to assist both IM and CM teams, with
  step-by-step instructions and links to comms
  templates.
• Reviewed IM WPD to ensure comms process and
  templates included.
• Attended weekly MIM meetings to provide feedback.
• Revamped CM roles and responsibilities to clarify
  who is accountable for what, which will in turn
  reduce miscommunications and need to retract
  communications to end user population.
• Beginning to implement a scoring system to
  measure adherence to Job Aid which in turn drives
  quality.