Change Management (with an IT perspective)

MBA Statement of Objective The object of undergoing this study-project is to develop an understanding and orientation towards the process of Change Management; and how we can make use of Information Technology as a leveraging factor. The focus of this study project was directed towards how software-system and information technology can be used and is being applied for planning change management; and implementing it in a productive way with minimum risk involved.

MBA Change Management Change Management is the process of developing a planned approach to change in an organization. The objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. It is a procedure to ensure that proposed changes are merited and will not adversely affect other elements of the plan or interdependent plans. Change must be realistic, achievable and measurable.

MBA Change Management (ITIL) Ensure there is a business reason behind each change Identify the specific services affected by the change Plan the change Test the change Formulate a back-out plan should the change result in an unexpected state

MBA Steps in Change Management process 1.Filtering requests for change 2.Assessing the impact of changes 3.Authorizing changes 4.Reviewing changes 5.Closing change requests RFC Identification Number Related Documents Affected Areas/Services Reason for Change Name of Requester

MBA Perspectives in Change Management  Financial  Technical  Business Change Management Process Control  Start  Detection  Diagnosis  Repair  Recovery  Restoration

MBA Remedy Change Management Suite Key Features  Assess the impact, risk, resource requirements  Create change plans  Automate approval functions High Visibility Change Planning Global impact of change Business services being affected Simplified Change Process Management Create change plans Track changes Monitor service levels

MBA Borland Change Management Solution Benefits of Borland Change Management Solutions  Reduced costs  Faster time to value  Lower total cost of ownership  Global impact  Increased business efficiencies & agility Key types of changes being addressed Managing requirements changes Managing processes & methodology changes Managing technology adoption changes

MBA CSC - Change Management System: GCARS Global Change Activity Request System (GCARS) is a web based Change-Toolset for Change Management procedures. Key features Define the change Track changes Formulate contingency plans Capture & qualify the business, technical, financial risks Capture appropriate levels of authorization

MBA Change Request Types and Timeline Create Provisional GCAR Submit GCAR GCAR must b submitted X business days prior to start date Draft CGAR START DATE GCAR must be approved X business days prior to start date

MBA Status of Change Request in GCARS Cancelled Changes Needing Approval Closed Completed Draft Provisional Rejected Rejected by System Reviewed Pending Scheduled

MBA Risk Assessment GCARS calculates Risk using values from the pick list items - Scope, Impact, Complexity, Severity, Users, and Location Affected. Risk values are automatically assigned when the GCAR is submitted or saved. Risk is designated as High, Medium, or Low. GCARS Search Functions  Simple Search  Structured Search

MBA Special Features in GCARS Same Server Record Locking Automatic Record Time-out GCARS Record Archiving Dynamic Change Form Close Compliance Verification Period A period of verification occurs to allow for the reporting of any post implementation problems or incidents linked with the change. Low and Medium Risk GCARS remain in Completed status for a verification period of seven consecutive days. High Risk GCARS remain in Completed status for a verification period of fourteen consecutive days. The GCARS system automatically moves the Completed GCARS to Closed status once the verification period has concluded.

MBA Recommendation When a problem errupts major services will have an immediate and severe business impact, an “emergency change” is needed. The emergency process would differ from standard process in three areas: Approval An emergency change advisory board should be developed which should act rapidly when needed. Testing The emergency change process must delay or eliminate testing of change. Failure In an emergency, change management should allow repeated attempts to make a successful change if the initial attempt fails. In an emergency restoring service is the first priority.