1. Info-Tech Research Group1 1 Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2014 Info-Tech Research Group Inc. Optimize the Change Management Process Let your battle with change-related incidents begin! Info-Tech's products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns.© 1997 - 2014 Info-Tech Research Group

2. Info-Tech Research Group2 2 Resolution Situation ! Complication ? Info-Tech Insight Executive Summary Infrastructure Managers and Change Managers need to re-evaluate their Change Management process: ◦ Too many change related incidents. ◦ Slow change turnaround time. Stakeholders often resist Change Management because they see it as slow and bureaucratic. ITIL provides a useable framework for Change Management, but full process rigor is not appropriate for every change request. Balance the needs of the stakeholder requesting the change with the risk that the change poses to the infrastructure. ◦ Before attempting to implement a Change Management process, establish firm definitions and workflows: –Distinguish between Normal changes, Emergency changes, and Standard changes with pre-defined workflows. –Focus on improving the process and prioritizing changes according to business need and risk. ◦ Establish and empower a Change Manager and CAB with the authority to approve and prioritize changes. ◦ Establish easy-to-follow intake, assessment, and approval processes and ensure that there is visibility into change across the organization. 1.Pick your battles wisely. Assess current process success to identify major gaps. You may not need to create the SOP from scratch. 2.Most of the work should be done prior to the CAB meeting. You will not have time to fully assess every change during the CAB meeting. The Change Manager must engage SMEs beforehand to thoroughly evaluate changes. This will ensure that the CAB has time to prioritize and schedule changes effectively. ◦ Too many unauthorized changes. ◦ Difficulty evaluating changes

3. Info-Tech Research Group3 3 Project Breakdown This project is broken down into three major phases, each with its own logical outcome. Phase 1: Project Foundations Phase 3: Implement Process Phase 2: Design SOP Project Rationale Project Launch Current/Target State Assessment 1.11.2 1.3 Design Intake Process Design Change Assessment Process Review Plan/Test Process Establish CAB Design Deploy/Post- Deploy Process 2.52.1 2.2 2.32.4 Implement the SOP 3.1

4. Info-Tech Research Group4 4 Utilize the navigational cues to maneuver seamlessly through this blueprint Project Activity This box with the green icon in the top right corner indicates that the organization must complete an activity for a specified project deliverable. The activities have been designed to assist in the completion of the project and ultimately help you build your SOP. Tool Indicator When you see this image, move over to the tool to complete the project step. Team Activity Throughout the deck, this image indicates a step that should be completed with the help of your project team. The image will appear in the top right corner of the slide. T E A M ACTIVITY Guided Implementation Call Throughout the deck, this image indicates that you have completed enough work to call an Info- Tech analyst to review your progress and provide coaching. Each phase contains one guided implementation, which is comprised of one or several calls.

5. Info-Tech Research Group5 5 Guided Implementation 1: Launch the Project Call 1 – Assess project fit: Before you get started, an analyst will discuss the scope of the project with you and help you decide if you are ready to begin re-designing your process. Call 2 – Launch project: Review your project charter, ensure that you have selected the right team members, and identify the stakeholders critical to Change Management success. Call 3 – Design target state: Assess your current state, decide which process areas to tackle first, and map out an ideal Change Management process for your organization. Guided Implementation 2: Design the SOP Call 1 – Design intake process: Discuss roles and responsibilities, the RFC template, and change triage. Call 2 – Design assessment, plan, and test process: Discuss best-practice change assessment and evaluation and review plan and test activities. Call 3 – Establish a CAB: Discuss selection of CAB members, review the CAB Charter, and get ready to launch the CAB. Call 4 – Design deployment and post-deployment process and complete SOP: Discuss best-practice deployment and post-deployment and perform a final review of the SOP to ensure that it is ready to be presented to stakeholders. Guided Implementation 3: Implement the SOP Call 1 – Deal with SOP implementation challenges and measure your success: Discuss any barriers you are facing in your attempts to implement the SOP. Select appropriate success metrics and define your next steps. Info-Tech is ready to assist. Book a free guided implementation today! Book a Guided Implementation Today: Info-Tech is just a phone call away and can assist you with your project. Our expert Analysts can guide you to successful project completion. For most members, this service is available at no additional cost.* * Guided Implementations are included in most advisory membership seats. Here are the suggested Guided Implementation points in the Change Management project:

6. Info-Tech Research Group6 6 Phase 1: Project Foundations Phase 2:Phase 3:Phase 1: We are here. Project Foundations Design SOP Implement Process

7. Info-Tech Research Group7 7 What’s in this Section:Sections: Section 1.1 – Project Rationale 1.1 Project Rationale 1.2 Launch the Project 1.3 Identify your Current/Target State Introduce Change Management. Understand Info-Tech’s methodology.

8. Info-Tech Research Group8 8 Project Rationale 1.1 Activities in this step What is the value of investing in a more formal Change Management process? Do we want to proceed with this project? Key Questions Section Outcomes Project fit assessed. Benefits of Change Management understood. Info-Tech’s methodology understood. Change Management is not the same as change control. It is not in place to slow the pace of change; it is in place to allow you to apply change faster without threatening the live environment. Key Insights Section Deliverables Decision to proceed with project if methodology is a good fit Introduce Change Management. Understand Info-Tech’s methodology. Assess project fit.

9. Info-Tech Research Group9 9 IT change is constant and has multiple triggers CONFIGURATION MANAGEMENT SYSTEM WORK- AROUND FIX INCIDENT & PROBLEM SERVICE DESK MAJOR RELEASE SECURITY PATCH MAINTENANCE RELEASE OPERATIONS BUSINESS CHANGE MANAGEMENT NEW APP NEW VERSION Infrastructure change is driven by: Operational releases and patches. Business requests for new or enhanced functionality. Incidents and problems detected by the service desk. Infrastructure change is driven by: Operational releases and patches. Business requests for new or enhanced functionality. Incidents and problems detected by the service desk. Changing needs of the Business, Operations, and the Service Desk can all be drivers of change. You need to stay ahead of the curve! If you have a CMS, it is used to keep a record of changes to the infrastructure and is queried to assess change requests.

10. Info-Tech Research Group10Info-Tech Research Group10 Change Management is the gatekeeper protecting your live environment. Change must be managed to mitigate risk to the infrastructure 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. – ITIL Service Transition, 2011 IT change is constant; change requests will be made both proactively and reactively to upgrade systems, acquire new functionality, and to prevent or resolve incidents. Every change to the Infrastructure must pass through the Change Management process before being deployed, to ensure that it has been properly assessed and tested, and to check that a backout plan is in place. It will be less expensive to invest in a rigorous Change Management process than to resolve incidents, service disruptions, and outages caused by the deployment of a bad change. Change Management is what gives you control and visibility regarding what is introduced into the live environment, preventing incidents that threaten business continuity.

11. Info-Tech Research Group11Info-Tech Research Group11 Know that you are not alone… We found that people were making changes ad hoc into production. This would result in change-related incidents. – Senior Director, Technology and Managed Services We are always struggling with utilization, and I think [this] is because of a lack of user knowledge. – CIO, Claims Management Provider We only recognize dependencies after deployment. – Siebel Systems Administrator, Mathematical Computing Software Developer By not pre-planning changes far in advance, we are forced to give the Change Management form at the eleventh hour (…) Because of these time frame issues, we don’t require proof of testing prior to change, and that’s a big gap. – Assistant Director of Technology Solutions, Municipal Government Services Many members suffer from a lack of a defined Change Management process.

12. Info-Tech Research Group12Info-Tech Research Group12 Info-Tech Research Group Helps IT Professionals To: Sign up for free trial membership to get practical solutions for your IT challenges www.infotech.com Quickly get up to speed with new technologies Make the right technology purchasing decisions – fast Deliver critical IT projects, on time and within budget Manage business expectations Justify IT spending and prove the value of IT Train IT staff and effectively manage an IT department “Info-Tech helps me to be proactive instead of reactive – a cardinal rule in a stable and leading edge IT environment. - ARCS Commercial Mortgage Co., LP Toll Free: 1-888-670-8889