Case Study ITIL Change Management Intel Corporation

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Case StudyITIL Change ManagementIntel
Corporation
Presented By

• Daniel Grove
• Service Management
• Change and Release Product Manager
• Intel IT

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Average close to 4000 changes per week.
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Problem Statement
35.29 (42/119) of 2004 unscheduled downtime was
due to Change Release Management Process

• Problem Statement
• Ineffective Change Management is the top
  contributor of incidents with Unscheduled Downtime

Action Plan Revamp Change Management process
tools to implement a more stringent standardized
process (based on ITIL framework) that addresses
targeted 7 gaps (in Bar Chart)
Goal 82 reduction of incidents with
unscheduled downtime due to the 2004 Change
Management Top 7 contributors
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Business Value
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Where We Started2003/2004

• Very Stove Piped
• 37 different Change Processes
• 25 Change Management Systems of Record with
  little Integration
• Completed an ITIL and CMMI maturity evaluation on
  both the software and Infrastructure side of the
  house.
• Kicked off ITIL and CMMI programs
• Visions and strategies published with top
  management sponsorship
• Change Management, Configuration/ Asset
  Management, Release Management and provisioning
  then Service Management and monitoring the
  foundation
• Designed Architecture and touch points for
  clarity complimentary to both CMMI and ITIL to
  understand and concentrate on the Control Points
• POLICIES published by CIO and supported by Change
  Governance Council
• Process Owners for all ITIL competencies
  assigned.
• ITIL programs merged between Software and
  Infrastructure BI
• Re-design Business process holistically
• Integrate Foundation Process
• Design Policies, and Roles (RACI )

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Conceptual Business Process ArchitectureThe
World According to Configuration/Change
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Interaction between Rel/Chg/Config New CI
Rollout Planning
Dist. Installation
Release Planning
ITIL Release Mgmt (reference only)
Design, Build, Config Release
Release Accept. Test
Comm Prep/ Training
New Projects
RFC
RTP Change Request Initiation
PLC Go/No go
PLC Value Decision (Change Authorization)
PLC Commit Decision
Deployment Prep (rollout plan)
Change Control (Deploy CAB)
Post Impl. Review
Release Planning
Chg Demand Analysis
Dist. Installation
RTP
RTP close
RTP DB
RTP DB
RTP DB
RTP DB
RTP DB
Log/ Classify RFC (high level)
Physical Distribution Mgmt (1st set or single
RFC to Deploy)
Review Avoidance Calendar
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Review Avoidance Calendar
Review Avoidance Calendar
Close RFC
Chg Mgmt (Non-Std)
Update RFC/FSC data
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Update RFC Create child RFC to Deploy and
calendar each Deploy set
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Review/ Update RFC/FSC data Create RFC children
Initial Post of FSC (for High-level CI)
Record Change Approval (to Deploy)
Impact analysis of other RFCs
ID CIs Impacted
Create high level CI pending status
Update with Release Config Info
Update Status Active
Update high level CI create CI children relate
to other CIs
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Config Mgmt
Update high level CI relate to other CIs create
CI children
CMDB
CMDB
CMDB
CMDB
CMDB
CMDB
CMDB
DSL/DHS
Place Release Work Products into DSL/DHS/DDL
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Simple View of Change
Service CI Enablers! Learn IT!
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Where We are

• 2004
• Realigned Infrastructure and Software
  Organizationally
• Landed process and Automation for Infrastructure
  Standard Change - 30 reduction in Server Landing
  thru put achieved
• Designed and Landed SOX ready ITIL Standard and
  Non-Standard software Change process Manually
• New CABS
• Service Capability Aligned
• Policies in place and monitored

• 2005
• Designed Service Taxonomy and aligned with Change
  Management for Key target area using CI/ASSET
• Automated ITIL Change Process for Standard and
  Non-standard change to support full capability
  stack
• 40 productivity improvement
• SOX Attestation approved
• Virtual CAB approvals
• Auto classifications
• All assets centrally managed
• Aggressive Deployment

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What We Concentrated On

• Policy Monitoring and Alerts
• Canned RFC generation Prescriptive Data
• Auto Log and Classify thru Impact assessment
• Legacy Process Integration
• Consolidated Forward Schedule of Change
• Constraint Calendaring
• Automated Approvals Reduces Need for Meetings!
• Approvers associated to CIs
• Further Scripted Standard Changes
• Automated Notifications Each Step of the
  Lifecycle
• Parent Child RFC management to support complexity
• Reduces overhead on approvals
• Improves Collision avoidance
• Alignment to Provisioning reduced handoff
  glitches

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Where we are headed - Change

• Concentrate on the service stack Config is Key
  (Relationships)
• Business Process, Data, Application, and
  Technology (BDAT)
• Link in Service Level/ IM/PM and Capacity
• More Auto Change analysis to adjust change
  windows based on constraints
• Downtimes, Business Absorption, Business
  Readiness
• Threshold Management on Standard Changes
• Modular driven solutions Flexible to our
  business as part of the IT DNA
• Based on Models Operations service v.s Business
  Capability
• Based on Policies, Business Rules
• Align with Service Monitoring on alert response
• Factory different from Warehouses
• Business Process Change that impacts volume -
  Predictable

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Key Thoughts Lessons Learned

• Assign Process and Service Owners for ITIL
• Do early tool Out of the Box analysis and drive
  simplicity Each Process
• Concentrate on integration
• Concentrate on Taxonomy. Data is the important
  link to your change model Service Driven Change
• Think Cross Business and full Stack
• Get a partner lined up for Pilot Solve a
  business problem
• Publish the Value Results and aggressively drive
  across your environment
• Put a Policy and Guidance Council in place to
  support your journey
• Be clear on declining and emerging skills and put
  an organization plan in place to be there before
  you land.
• Dont scrimp on training!
• DONT DIVE TOO DEEP! Stay manageable and
  iterate! Relate to value and grow.

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Best Practices

• Process Management and Architecture ITSM
• Provision
• Decision Making Drink our own Champagne!
• Auto Impact and Decision making
• Software lifecycle integration of defect tracking
  to Change and Production Defects
• SOX Control Culturalized!
• SOX(controls) under SOX
• Built into automation for automatic reporting
  (change)

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Daniel Jay Grove Product and ITIL Process Manager
for Release and Change Management
Services Information Service and Technology Group
(ISTG) Intel Corporation
Daniel Grove is the Intel IT wide ITIL Process
Owner and Automation Product Manager for the
Change and Release management environment. He is
responsible for the processes, policies, controls
design and support across Intels IT supported
services. Dan also Product Manages the
automation tools, ITIL integration workflow and
measurements for Change and Release Management
that includes hardware, software, applications,
data and business processes. Daniel has 30 years
experience in the IT Industry. The IT mission is
to keep Intel running and growing by delivering
such critical information capabilities as
business applications, productivity solutions,
voice and data networking, data center
operations, and custom information solutions. IT
also supports global manufacturing operations and
provides scientific computing capabilities to
more than 17,000 Intel engineers worldwide Daniel
joined Intel in 1982 and has held quite a few key
positions in shaping Intels computing. Daniel
has been an Operations Analyst, Datacenter
Manager and Service Manager for consolidated
Mainframe processing. He has been a Project and
Program manager driving the adoption of early
Email, Client Server technology support. Daniel
also was the Manager for release management of
our Microsoft Operating Environment across Intel
to over 60,000 clients and services. Daniel was
also Service Owner for the design and building of
the consolidated Operations Service Center. As
Chief release Manager he designed and executed
the Enterprise Release and Change process for the
6 year SAP Program rollout across Intel which
became a key component of the IT organization
winning the Intel Quality award. Taking his
process across Intel he was instrumental in the
development of the IT vision operating model,
organization alignment and consolidation that is
transforming Intels IT into a Service Oriented
business partner. Daniel is currently managing
the Process and Product teams that have designed
and developed a consolidated Change and Release
Process as a part of a program that is driving
ITSM across IT Previous to Intel Daniel held
positions with Grey Hound computing, National
Semiconductor, Signetics and IBM which included a
variety of IT related roles, including business
analysis, application development, Operation and
Network Management, database systems management,
program management, operations consolidations,
Datacenter Construction, and service related
outsourcing evaluations. Daniel attended San Jose
Sate University Daniel is the father of a
daughter and two sons and is a loving husband
living in Folsom California.