Effective Change Management

Webinar - Effective Change Management
With - Victor Foster
ITIL Expert
MARCH 28th, 2018
11:00 AM ET | 04:00 PM UTC
www.invensislearning.com

2
About Invensis Learning
Invensis Learning is a leading certification training provider for individuals and enterprises globally. Our
expertise in providing globally-recognized IT & Technical certification courses has enabled us to be one of
the trusted certification training partners for many Fortune 500 organizations and Government institutions
worldwide. Invensis Learning has trained and certified thousands of professionals across a wide-range of
categories such as IT Service Management, Project Management, Quality Management, IT Security and
Governance, Cloud Computing, DevOps, Agile Project Management, and Digital Courses. Invensis
Learning’s certification training programs adhere to global standards such as PMI, TUV SUD, AXELOS,
ISACA, DevOps Institute, and PEOPLECERT.

3
Housekeeping
 The webinar will last up to 60 minutes
 You can ask questions throughout the Webinar, using the Chat panel on the right hand side of the
screen. These will be answered during the Q&A session towards the end.
 Post webinar, a recorded copy will be sent to your email

4
Speaker Profile
Victor Foster
ITIL Expert
Victor Foster is an accredited ITIL Expert and Consultant with
8 years of training experience from SharePoint, and Incident
Management systems, to ITIL courses. He has experience
with technical writing of user guides for various software
systems used by the DoD and other government agencies. He
has co-authored the cyber-security awareness training
program policies (FCC) and FISMA compliance and provided
support for interagency training sponsored by DoD-IG.

5
Effective Change Management
Purpose:
 Our discussion today aims to describe what qualifies as effective change management and how it
contributes and adds value to the organization.
 There is a tendency to view change management solely as being within the purview of the IT
department.
Objectives:
 The objective of this discussion is therefore to help organizations understand how expanding the
scope of change management within organizations can assist in more fully benefiting from the utility
that change management brings.
 Additionally, to relate how it can enable an organization to more effectively leverage the change
management process to further the organizational objectives.

6
Change Management is a process within the service transition phase
of the service lifecycle
 Transition Planning & Support (TPS)
 Service validation & Testing (SVT)
 Change Evaluation
 Release & Deployment Management
 Change Management
 Service Asset & Configuration Management
 Knowledge Management

7
Effective Change Management
Service Strategies
Strategies, Policies,
Standards
Service Design
Plans to create and
modify services and
service management
Processes
Service Transition
Manage the transition of a
new or changed service
and / or service
management process into
production
Service Operation
Day-to-day operations of
services and service
management processes
Continual Service Improvement
Activities are embedded in the service lifecycle
Output
Output
Output
Feedback lessons
learned for
Improvement
Feedback lessons
learned for
Improvement
Feedback lessons
learned for
Improvement
Feedback lessons
learned for
Improvement
Feedback lessons
learned for
Improvement
ITIL Creates a continual feedback loop

8
Definitions
 Change Management: The process responsible for controlling the lifecycle of all changes. The main
objective is to enable implementation of beneficial changes, with minimum disruption to IT services.
 Service Change: The addition, modification or removal of authorized, planned or supported service or
service component (Configuration Item) and its associated documentation.
 Request for Change: A formal proposal for a change to be made.
 Standard Change: A pre-authorized change that is low risk, routine and follows a documented work
procedure.
 Emergency Change: A change that must be evaluated, assessed, and either rejected or
implemented as quickly as possible. This is the highest priory change defined in an organization.
 Normal Change: Changes that must follow the complete change management process.

9
Definitions (Cont’d)
 Change Proposal: Describes a high level description of a proposed major change, such as the
introduction of a new service or a substantial change to an existing service. For example, a request to
add a new module to an existing SAP. Submitted to change management before chartering to identify
resources conflicts, assess risks, etc.
 Change Evaluation: The process for managing the risks associated with major changes to reduce
the chances of failure. Initiated and controlled by the Change Manager. This process provides a
structured method for assessing a change with respect to the likely impact on the business, existing or
proposed services, and the current and potential future IT infrastructure.
 Change Manager: A facilitator responsible for the overall change management process.
 Change Advisory Board (CAB): A circumstance specific advisory committee chaired by the change
manager which assesses, evaluates and either approves or rejects the change.

10
Value to the Business
 Effective Change Management means reliability and supports business continuity by:
 Minimizing risk to the business
 Minimizing the impact of change to operations (reduces downtime)
 Reduces failed changes (rework, delays, defects) and adverse impacts on quality of service
 Increases staff productivity
 Improves project ROI (improved cost assessments)
 Manages risk by improving risk assessments

12
Levels of Change
Changes can take place at three different levels within an organization:
Strategic, Tactical, and Operational.
 Strategic or business changes speak to changes in the business direction and typically originate in
Service Portfolio Management. A Change Proposal is chartered as the result of an approved
business case. It may also originate in program or project management.
 Service or tactical changes are proactive in nature and refer to modifications to new or existing
services that result from a change in strategic direction. However, not all tactical service changes are
connected to a strategic change.
 Operational changes are driven by technology, security upgrades, operating system upgrades, etc.
They are often implemented as corrective actions but may flow down to the operational level due to a
service change requirement.

13
The 7 Rs of Change Management
A starting point for assessing and evaluating the impact, risks and benefits of changes.
1. Who RAISED the change?
2. What is the REASON for the change? WHY?
3. What is the RETURN required from the change? $
4. What are the RISKS involved in the change?
5. What RESOURCES are required to deliver the change?
6. Who is RESPONSIBLE to build, test and implement the change?
7. What is the RELATIONSHIP between this change and other changes?

14
Change Management Process, Roles, Activities and Interfaces
Review and close
change record
Create RFC
Record RFC
Review RFC
Assess and
evaluate change
Authorize change
build test
Coordinate change
build and test
Authorize change
deployment
Coordinate change
deployment
UpdateinformationinCMS
Work flows
Work flows
Work flows
Requested
Ready for evaluation
Ready for decision
Authorized
Created
Scheduled
Implemented
Closed
Role
Change
initiator
Change
management
Change
management
Change
management
Change
authority
Change
management
Change
authority
Change
management
Rejected
Activities assigned to the
Role “change management”
May be carried out by a Change
practitioner, a change authority or the
change Management process owner,
Depending on organizational design
Change
proposal
(optional)
Activities to plan, create
And deploy releases are part
of the release and
deployment management
process
Change management
Change authority
Change initiator
Rejected

15
Change Management Process, Roles, Activities and Interfaces. Cont’d
 Transition planning and support ensures coordinated overall approach to managing service
transitions
 Business change management must coordinate with change management to understand impacts to
IT service components
 Program or project management must work in partnership to align the processes and people
involved in service change initiatives
 Organizational and stakeholder change management is separate in some organizations and part
of change management in others. Organizational aspects of change must be properly considered with
the people carrying out this work
 Sourcing and Partnering are subject to change management practices and principles
 Service asset and configuration management provides reliable, quick and easy access to accurate
configuration information to enable stakeholders and staff to assess the impact of proposed changes
(CMS)

16
Change Management is the Authority
The purpose of the change management process is to control the lifecycle of all changes, enabling
beneficial changes to be made with minimum disruption to IT Services.
Change management leverages the Configuration Management System (CMS) as a tool to track the
lifecycle of configuration items.
Service Asset and Configuration Management (SACM) could be said to be the Administrative aspect of
change management. Its activities include:
 Management & Planning
 Configuration Identification
 Configuration Control (Mechanisms in place to ensure up-to-date information is captured so logical
and physical information match.)
 Status Accounting & Reporting
 Verification & Audit

17
Change Management is the Authority Cont’d
Release and Deployment Management (RDM) can be said to be the operational side of change
management. Recall from the process flow chart we saw earlier that RDM is initiated when change
management approves a change.
RDM goes through four phases:
Change management will use entry and exit criteria for each phase as a type of quality check.
Release & Deployment Planning Release Build & Test
Review & Close (PIR) Deployment/Transfer/Retirement

18
Change Evaluation and Assessment
Change Evaluation has four sub-processes:
 Evaluation prior to planning
 Evaluation prior to the build
 Evaluation prior to deployment
 Evaluation after deployment
Recall the RDM quality gates (exit and entry criteria). Change Evaluation serves as a decision point on
whether to move forward to the next phase, or even a go no go to continue or abandon a change.

19
Measuring Change
In order to achieve effective change management, you need to have Critical Success Factors (CSFs). Critical success
factors are simply a list of things that must happen for a process or service to be successful. CSFs help you to understand
the whys of change management:
 Why do change management?
 What are our customers’ needs?
 What do we want to achieve?
You might want to know why:
 With respect to changes, what do our customers complain about?
 Are we meeting quality and time requirements? How do we know?
 Do we have the capabilities to meet future business initiatives?
CSFs need to be succinct and expressed in easy to understand language. For example,
 Reduce negative impact (value).
 Increase the number and rate of successful changes (effectiveness).
 Consistently and effectively implement change in a way the reduces risk.
Base your CSFs on what is important to the business. This will help to focus on what’s important.

20
Summary
This scope of this discussion has purposely designed to not follow the IT-centric approach of discussing
change management. It was necessary to drill down into some of those aspects in order to demonstrate
how it links back to strategy. In order to achieve effective change management, it is important that all the
various actors and stakeholders understand the part they can play in making change as effective as
possible throughout the organization. To demonstrate this, we have tried to show the diverse touch points.
When you implement IT change management, you are implementing a type of organizational change
management in that it touches all areas of the organization. Effective change management is
understanding how change management flows downwards from the strategic (business requirements)
outlook of the organization and then upwards, and is a process that enables the constant alignment and
realignment of services to continually meet business outcomes.

21
Change Management Challenges
 Managing stakeholder involvement
 Properly assigning roles and responsibilities
 Balancing control and bureaucracy
 Establishing a culture of change
 Emphasizing the importance of remediation planning
 Knowing what to measure
 Managing multiple simultaneous changes
 Updating documentation to align with processes
 Updating the CMS to ensure we are working with the most current and relevant information
 Managing multiple teams
 And more…..

22
Exclusive Offer for Webinar Attendees
Avail 20% discount on ITIL Foundation, PMP, PRINCE2, and
CAPM Courses exclusively for webinar attendees. Click on the ‘Offer
link’ in your chat window and fill in the form to block your seat.
This offer is available only for the
next 24 Hours
For On-site Group Training requests, email us at
corporate@invensislearning.com

23
Questions
 Now the Session is open for Question and Answers
 Please drop your questions in the Q & A panel
 In case you would like to ask any questions directly with the speaker kindly use
the “RAISE HAND” option.

24
Thank you for joining us...
Thank you!

25
CONTACT INVENSIS LEARNING
Email Us:
© Copyright 2018 Invensis Learning. Invensis®
is a registered trademark of Invensis Technologies Pvt Ltd.
support@invensislearning.com
www.invensislearning.com
USA +1-910-726-3695 | IND +91-96-2020-0784
UK +44 2033-223-280 | Germany +49 2119-5987-989
Switzerland +41-22-518-2042 | Hong Kong +852-5803-9039

Effective Change Management

More Related Content

What's hot (20)

Similar to Effective Change Management (20)

More from Invensis Learning (20)

Recently uploaded (20)

Effective Change Management