CSS Enhancement Management Process by A9Not2G

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									Customer Services System’s (CSS)

Enhancement Management Process

            December 2006
                                                                             Customer Service Systems (CSS)
                                                                           Enhancement Management Process


Document Version Control

This section provides control for the development and distribution of revisions to the
Enhancement Management Process document. The Version Table below includes the revision
number, the date of update/issue, the author responsible for the changes, and a brief description
of the context and/or scope of the changes.

Document Version Table

 Revision             Date of         Author(s)         Brief Description of Change
                      Issue
 1.0 (draft)            10/18/06      Debbie Crawford   Draft version for Change Control Board Review.
 2.0                    11/22/06      Debbie Crawford   Incorporate changes from board meeting and
                                                        also to reflect the name revision from Change
                                                        Management to Enhancement Management.




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                                                                        Customer Service System
                                                                Enhancement Management Process




Executive Summary

Change affects every business process, organizational structure, policy, and information
management system the Department of Technology Services (DTS) uses to accomplish day-to-
day business activities. Change Management is a process to govern the changes the DTS uses
to improve processes, procedures, reduce costs, or enhance customer service.

This document describes the process to enhance/change the automation tools and business
processes of the service request system within the Customer Delivery Division of the DTS.

Central to this enhancement process is the Enhancement Control Board (ECB) whose objective
includes the efficient and timely identification, analysis, and delivery of changes/enhancements
for the service request system. When fully implemented, the ECB is a joint business-technical
collaboration wherein a balance between the business needs of the service request system and
the technological resources which support the advancements of a business environment is
established and managed.

ECB procedural documents such as this Enhancement Management Process provide a
standard for managing and implementing changes/enhancements within the service request
system.
                                                                                                                          Customer Service Systems (CSS)
                                                                                                                        Enhancement Management Process


Table of Contents

GLOSSARY ............................................................................................................................................................. 1
INTRODUCTION ................................................................................................................................................... 3
    SCOPE .................................................................................................................................................................... 3
    OBJECTIVES ........................................................................................................................................................... 3
    USE OF THIS PROCESS ............................................................................................................................................ 4
CHANGE MANAGEMENT PROCESS ............................................................................................................... 5
    OVERVIEW ............................................................................................................................................................. 5
    INPUT PROCESS...................................................................................................................................................... 5
    CHANGE CONTROL BOARD PROCESS ..................................................................................................................... 8
    IMPLEMENTING AND CLOSING PROCESS ................................................................................................................ 9
    OUTPUTS FROM THE PROCESS.............................................................................................................................. 11
ROLES AND RESPONSIBILITIES .................................................................................................................... 12
    BUSINESS GROUP................................................................................................................................................. 12
    TECHNICAL GROUP.............................................................................................................................................. 14
    CHANGE CONTROL BOARD .................................................................................................................................. 16

List of Figures
FIGURE 1. CHANGE MANAGEMENT PROCESS ........................................................................................... 5
FIGURE 2. CHANGE CONTROL BOARD ORGANIZATIONAL STRUCTURE ....................................... 16

List of Tables

TABLE 1 - CHANGE REQUEST PRIORITY DEFINITIONS .......................................................................... 7
TABLE 2 - BUSINESS USER ROLES & RESPONSIBILITIES ..................................................................... 12
TABLE 3 - BUSINESS ANALYST ROLES & RESPONSIBILITIES ............................................................. 13
TABLE 4 - BUSINESS SUPERVISOR ROLES & RESPONSIBILITIES ...................................................... 13
TABLE 5 - BUSINESS MANAGER ROLES & RESPONSIBILITIES ........................................................... 13
TABLE 6 - LEAD ANALYST ROLES & RESPONSIBILITIES ..................................................................... 14
TABLE 7 - TECHNICAL PROGRAMMER/ANALYST ROLES & RESPONSIBILITIES ......................... 14
TABLE 8 - TECHNICAL SUPERVISOR/MANAGER ROLES & RESPONSIBILITIES............................ 14
TABLE 9 - CUSTOMER SERVICE SYSTEM UNIT ROLES & RESPONSIBILITIES .............................. 14
TABLE 10 - CHANGE CONTROL BOARD CHAIR ROLES & RESPONSIBILITIES .............................. 16
TABLE 11 - CHANGE CONTROL BOARD MEMBER ROLES & RESPONSIBILITIES ......................... 17
TABLE 12 - CHANGE CONTROL BOARD ADMINISTRATOR ROLES & RESPONSIBILITIES ......... 17
TABLE 13 - CHANGE CONTROL BOARD SCRIBE ROLES & RESPONSIBILITIES ............................. 17




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Glossary

The following definitions are used in this process.

   Administrator         A DTS employee, customer, or contractor responsible for the day-to-day
                         operation of a software tool or process.

   Sponsor               A Manager or Executive who endorses and champions a request for
                         change/enhancement received from an external/internal Source.

   Business User         A DTS employee, customer, or contractor responsible for accomplishing a
                         business objective using a software tool, a process, or a combination thereof.

   ECB                   Enhancement Control Board – A governing organization for enhancement
                         management for the Customer Service System within the Department of
                         Technology Services.

   ECB Chair             Enhancement Control Board Chair – A senior position within the ECB that is
                         responsible for the effectiveness and operational capabilities of the ECB.

   CR                    Change Request – The formal document used by this process to announce and
                         record changes.

   CSS                   Customer Service System – A DTS web based application used to collect and
                         document information pertaining to a Change Request.

   DTS                   Department of Technology Services.

   ER                    Enhancement Request – The            formal   document   used   to   request   a
                         change/enhancement to the CSS.

   External Source       Any DTS organization, customer, or project, other than those already governed
                         by this Change Management Process, making a suggestion or request for
                         enhancements to the service request system or process.

   Executive             A DTS employee with executive responsibilities.

   Impact Analysis       A written analysis of the impact a proposed enhancement may have to existing
                         system and process. All affected technical staff and business users complete
                         the Impact Analysis. Managers that can commit implementation resources
                         review/approve the Impact Analysis.

   Manager               A DTS employee with managerial responsibilities.

   Originator            A DTS employee, contractor, customer, or project using this process to identify
                         and initiate an Enhancement Request.

   Procedure             A documented, singular, one-time, or straight through course-of-action used to
                         accomplish all or part of a business objective.

   PM                    Project Manager




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   Process             A documented and repeatable method or technique used to accomplish all or
                       part of a business objective.

   Request Owner       A DTS employee or contractor who is tasked with maintenance of a submitted
                       request for enhancement from initiation through closure.

   Risk                A future event that may adversely affect an existing business objective,
                       business process, and/or automation system. RISK FORMAT: “As a result of
                       <cause>, <uncertain event or risk> may occur, which will lead to <effect>.”

   Root Cause          The researched and validated origin of a problem.

   Scribe              A DTS employee, customer, or contractor charged with recording and
                       disseminating the actions of the Enhancement Control Board.

   Submitted ER        A ER ready for review by the ECB.

   System              Any combination of people, processes, and automation tools combined to
                       facilitate, control, and/or regulate business.

   Technical           A DTS employee with hardware, software, operational, and/or maintenance
                       responsibilities for an automated system.




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Introduction

Scope

This Enhancement Management Process applies to the service request system within the
Department of Technology Services (DTS), its procedures, and supporting information systems.

This process governs the initiation, analysis, prioritization, and approval of
changes/enhancements pertaining to service request system including automation tools and
related business processes. All business users and technical personnel are expected to initiate
and achieve change/enhancements in accordance with this process:
      Staff performing main-line business activities,
      Technical support staff maintaining and operating automated systems, or
      External business users located at or away from the DTS.

This Enhancement Management Process should be considered a target-operating environment
where the current use of DTS automated tools and processes are subject to change.


Objectives

The Enhancement Management Process provides a standardized method to receive and
process system enhancements, minimize the impact to staff and the cost to analyze
alternatives, and reduce the time required to bring approved enhancements to fruition. An
Enhancement Management Process provides various functions in the management of
requesting an enhancement or service related to a system or tool and shall:

      Provide a methodology for identifying, defining, and controlling all relevant
       enhancements to a system,
      Ensure appropriate controls are in place for proposing system enhancements such as,
       documentation, testing, and implementing procedures for each enhancement requested,
      Act as a communication mechanism for coordinating, monitoring, and scheduling all
       proposed system enhancements,
      Establish enforceable standards and effective methods for reviewing and approving
       enhancement requests,
      Protect organizations from unauthorized enhancements potentially disruptive or have
       unacceptable risks, and
      Ensure enhancement requests are not duplicative.

The Enhancement Management Process shall:

      Provide a mechanism for accepting requested enhancements to improve the service
       request system while rejecting those that degrade them,
      Facilitate enhancements to work products during development while avoiding
       unnecessary overhead or formality,
      Provide revision control and backup safety during their development,
      Allow for the formal approval (acceptance) of enhancements after the enhancement has
       been completed,


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      Facilitate efficient enhancements after their acceptance, recognizing the impact of an
       enhancement can be dramatically different after the enhancement has been accepted,
      Allow all parties materially affected by proposed enhancements to assess the resources,
       schedules, and/or product impacts of the enhancements,
      Allow enhancements to be proposed, evaluated, scheduled, and quality impacts
       assessed,
      Allow enhancements to be approved, deferred, or rejected in a controlled manner,
      Provide notification to interested parties of CCB decisions, enhancements, and
       assessed impacts, and
      Provide an audit trail of requested enhancements.

This process is not intended to be used for minor fixes or bugs. In addition, this is a process
used as an interim to the existing CSS. Once a new Service Request system is identified and
implemented the process will be revisited.
Use of this Process
This process must be used as a reference for managing and tracking all enhancements. This
process is subject to executive approval and change by the ECB.




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        Enhancement Management Process

        Overview
        The Enhancement Management Process provides for the receipt, analysis, and implementation
        of changes/enhancements to systems, which include all CSS programs, panels, and reports.
        This process provides a controlled method for the initiation, analysis, and implementation of
        enhancements due to system anomalies and improvements to process, procedures, and
        technology.

                                                           Figure 1. Enhancement Management Process
          The Enhancement Management Process flow uses bold-circled letters below to match each activity to the
                narrative on the following pages to describe the relationship to the staff performing work.




    INPUT PROCESS                                                                                                            After enhancement is
                                                                                                                             tested and ready to go to
            Originator identifies new idea for                                                                               production, technical staff
    A
        The three distinct processes explained below
              enhancement to system.                                                                                             include:
                                                                                                                             complete a Change
                                                                                                                             Request form in Remedy
              Originator reviews idea with                                                                                   so the roll out of the
    B             Input Process
            1) Supervisor or Manager.                                                                                        enhancement can be
                                                                                                                             monitored.
            2) CCB Process, and
              Upon Supervisor /Manager
            3) Implementing and Closing Process
           Approval, Business User completes
    C       Enhancement Request form and
           submits to Supervisor/Manager for                         IMPLEMENTING AND CLOSING PROCESS
                     final approval.
        Input Process
          Enhancement Request (ER) document                                                           Approved to
           is reviewed and routed through by                                  Impact Analysis         Implement
    D
                 Supervisor or Manager.
                                                                      Disapproved           I                       J                   K

                                                                      H                                                   Implementation


                                                 Does not require                                          Enhancement
E                   Enhancement                   ECB review                                               Management Manager
                     Request (ER)                                     Administrator Updates                reports progress to
                     reviewed by                                    Enhancement Request form               Administrator
                  Administrator to                                   of decision, tracks status                                     L
                validate value criteria                               and notifies Submitter.
                                                                                                  G

                               Requires ECB
                                  review




    F              ECB Meeting
                   Business Mgr-
                 Technical Mgr, CR
                   Representative

ECB
PROCESS




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Before entering the Enhancement Request into the management tool (enhancement request
form) a number of activities must occur to ensure accurate and detailed information is captured.
                                              A             D
These activities are identified as letters        through       in Figure 1, and are described in the
order in which they occur.

Each enhancement shall be identified, described, and documented in writing by the person who
identified the idea or suggestion. An enhancement can be the result of any one of the following:

     1. PROCESS CHANGES are enhancements to a workflow or practice conducted
        within (or has impacts to) the customer service system. A process change may
        include an interaction with an automation tool or may simply be a different way to
        perform business.
     2. PROGRAMMATIC CHANGES are necessary enhancements to support primary
        business functions or important program temporary fixes to current automation
        tools or business processes. These well-planned enhancements typically
        combine an automated tool change with staff and/or process change.
     3. TACTICAL AND/OR STRATEGIC PROGRAMMATIC CHANGES provide
        necessary improvement to business and/or technical functionality including
        planned upgrades to software and longer term or more complex operational
        changes.
     4. EMERGENCY, SHOW STOPPER CHANGES occur when a critical business
        function is inoperative or unavailable and must be restored immediately. This
        may include a problem with an automation tool or a manual process needed to
        attain an urgent business objective. A DTS manager may identify an emergency
        process.

 A
     ORIGINATOR IDENTIFIES NEW IDEA
Once an enhancement is identified, the concept or essence of the idea must be documented
with a common presentation for any discussion. Sufficient description is necessary to convey
the idea and its benefits to others within the originator’s organization. The originator should
share the written idea with others and collect additional information to enhance or clarify the
idea with the unit. Having detailed documentation of the enhancement will reduce speculation
and questions later in the process.

A request for enhancement may originate from a non-service request system source.
Enhancements originating from outside the customer service system’s group must be
developed by the person or organization in the DTS having an interest in the enhancement. On
occasion the enhancement may be directed, routed and adopted by the DTS Customer Delivery
Division. The person or organization adopting the enhancement becomes the Originator of the
enhancement and are subject to this Enhancement Management Process.

All external requests must have a DTS sponsor, who is subject to the provisions of this
Enhancement Management Process. The sponsor is then the originator and must fulfill the
originator reviews, checks, and coordination described in the Input Process.

When the sponsor/originator initiates the ER, the process remains unchanged. The sponsor, for
externally generated ERs, shall be the ECB’s single point of contact to the external originator.
The sponsor shall be responsible for obtaining and documenting additional information or



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analysis needed by the ECB to make decisions. The sponsor shall provide ER status or
information to the external organization. Nothing in this paragraph shall be interpreted to reduce
or preclude normal planning, coordination, or communications within or external to the DTS.

    B
        ORIGINATOR DISCUSSES IDEA WITH SUPERVIOR/MANAGER
An idea must be discussed with the originator’s supervisor and/or manager to verify the idea
has a valid business objective or a similar idea has not already been entered into CSS. It may
be necessary for this discussion to extend to the first line or branch level manager to attain
agreement and understanding.

    C
        SUPERVISOR/MANAGER OK, ENTER IDEA INTO CSS
When the manager approves submittal of the idea to the ECB, a valid ER is entered as an
Enhancement Request Form within the CSS for tracking and measurement (attach copy of the
Enhancement Request Form).1 The supervisor and/or manager must justify a:
         Enhancement Request Priority (Table 1),
         A “Needed by Date" and,
         Include "CSSECB" in the first keyword field on the CSS Service Request.
Throughout the Enhancement Management Process, the supervisor or manager will remain the
PRIMARY or functional request owner and will be engaged as the request expert. The request
owner is expected to assist with analysis and implementation, should the request receive ECB
consent and approval.


Table 1 - Enhancement Request Priority Definitions
             Priority     Description
                Low       Low Priority requests improve or enhance operations or may be implemented
                          at a later time.
             Medium       Requests are needs that are more vital to the day-to-day operations or to the
                          improvement of operations than other requests.
               Show       These requests include a business or technical need that must be fulfilled
             Stopper      immediately and will likely result in preempting work being conducted by staff.
                          A Manager handles this priority. The ER is hand carried to the ECB Chair for
                          immediate resolution and shall receive the immediate attention of DTS staff.
                          When “Approved for Implementation” this request shall preempt current staff
                          work and shall be worked-on continuously until “Complete”.



    D
        ENHANCEMENT REQUEST REVIEWED AND SUBMITTED BY CSS COORDINATOR
The new enhancement request must be reviewed and approved by the originator’s manager.
This manager certifies the need for the ER and attest to the quality of the ER. This includes ER
descriptions, requirements, priority, and urgency. When authorization is achieved and
documented on the ER, the ER is processed to the Administrator of the CSS.

At this point, the ER is ready for review by the Administrator and subcommittee to perform initial
evaluation of the request..

1
    For detailed instructions on CSS usage see: http://intranet.cahwnet.gov/cssguide/default.htm


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 E
       Except for extremely urgent ERs, requests to be acted upon by the ECB will be held as
until the next Enhancement Control Board meeting (depending upon the Enhancement Control
Board’s assessment of the necessity to convene and the number of ERs waiting for ECB
review). The Enhancement Control Administrator will process requests two business days prior
to a Change Control Board meeting. This is necessary so board members and managers
representing the ERs can be prepared for the meeting. If it is determined that the ER is
approved and does not require ECB review a Remedy ticket will be processed to request the
enhancement.

A standing ECB agenda will be distributed by the Board Administrator including:

        Review ERs designated as Show Stoppers,
        Review and Determine “Impact Analysis Completed” ERs,
        Review and Determine “New” ERs,
        Review “Approved for Implementation” ERs,
        Review “Closed” ERs,
        Statistics for Enhancement Control: number of requests in each status,
        Enhancement Management Process updates,
        Review timeframes and implementation plans.
        Action Items, and
        Next Meeting.


Enhancement Control Board Process

 F
       When the ECB convenes, each new request is reviewed in priority order. Managers, or
their designees, present the ER and answer questions. ECB members will discuss and debate
the new request. Some discussions may be lengthy while others may be brief. ECB members
shall:
        Apply their experience to anticipate implementation effort,
        Ensure the ER is complete, accurate, and understandable,
        Determine the impact to business and technical operations,
        Validate the magnitude of the request,
        Reach a recommendation regarding the disposition of the request, and
        Assist the ECB Chair to determine a disposition for each submitted ER.


The ECB may deem a new request be forwarded to an external entity for analysis and review.
No further ECB action is required, unless external analysis and review identifies a new source of
the enhancement. In this case a new Enhancement Request must be submitted following the
Enhancement Management Process.

The ECB Chair determines a ER’s status code for each “New” request. The ECB assignable
status codes are:

        Disapproved,
        Approved for Impact Analysis, or


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            Approved to Implement.

Each of the above status codes are defined in the following Implementing and Closing Process.


Implementing and Closing Process

    G
    The administrator updates the enhancement management tool, notifies the originator(s) and
has the appropriate staff execute those decisions agreed to by the ECB.

    H
            - Disapproved

The ECB Chair may “Disapprove” a ER for any reason. The originator and/or originator’s
manager will be notified by the Administrator of the ER upon its return from the ECB.

The most common “Disapprove” reasons ERs are returned are for additional information or are
of too low priority and not considered for implementation. Most disapproval's will be related to
too little benefit for cost, the need for an in-depth study (such as a Feasibility Study Report),
another ER that supersedes, or the combining of multiple of ERs into a single request.


    I
            - Approved for Impact Analysis

In most cases, a complex ER will be assigned to business and/or technical analysts to
determine an expanded and accurate estimate of the benefits and/or costs of the requested
enhancement.


The “Approved for Impact Analysis” status provides an opportunity for input to the ER before the
ECB acts and decides whether to approve the request.2 Estimates will become the basis for
planning, developing dependencies, and costing the implementation should the ECB approve its
implementation. The ECB shall use the “Approved for Impact Analysis” status type with
discretion because the cost associated with making these estimates can be high.

“Approved for Impact Analysis” ERs shall be returned to the originator’s manager for analysis.
This manager is responsible for the Impact Analysis completeness and accuracy. At a minimum
and where appropriate, the Impact Analysis shall include evaluations from a Business Analyst, a
Business Supervisor, a Business Manager, a Technical Programmer/Analyst, and a Technical
Supervisor/Manager.

The originator’s manager (or designee) is responsible for coordinating the “Impact Analysis”
throughout the DTS. Delays should be escalated within the organization to ensure that the ER
Impact Analysis is given top priority.

Depending upon the size and complexity of the ER, the manager (or designee) may:

2
    A true and binding estimate of the work involved and benefits expected is the standard.


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             Conduct a meeting to announce and describe the ER to technical and business
              personnel,
             Open an informal communication channel through which information and discussion
              about the ER can pass,
             Develop and Document the Impact Analysis,
             Ensure completion and delivery dates are clear,
             Set standards for the amount of detail appropriate for the Impact Analysis,
             Review and integrate business and technical analysis,
             Reinforce the binding nature of an analyst’s time and cost estimates, and
             Resolve disparities between schedules, effort estimates, measurement techniques,
              methodologies, and expectations.

The Impact Analysis is complete when the business manager achieves consensus with their
respective working group. Senior staff and managers will validate the results for accuracy and
commitment. Validation of the Impact Analysis results shall be documented on the ER. Senior
level personnel must conduct this validation3 to ensure the ER can be implemented according to
the commitments made during the Impact Analysis. This validation may result in changes to the
ER. The originator’s manager is responsible for obtaining validation of the Impact Analysis.

Upon completion of the validation, the manager may end the Impact Analysis effort, sign the
Impact Analysis indicating its completion, and change the ER’s status to “Analysis Complete”.
The Enhancement Control Administrator shall document this status change instruction on the
ER and notify interested staff and managers of the change. The Enhancement Control
Administrator may assist the manager with reports on Impact Analysis completion and cost
estimates, but shall not become engaged in pushing the ER through the analysis effort. Impact
Analysis completion shall remain the responsibility of the submitting manager. At this time, the
ER shall be brought back to the ECB for a second review.

    J
            - Approved to Implement

When an ER is ready for Implementation, the ECB authorizes the status to be “Approved for
Implementation”. This may be done for a well-justified new ER or for an ER returning with a
status of “Impact Analysis Complete”. In order for an “Approved for Implementation” status
approval, the following conditions must apply:
                 Desirable benefit will be derived from the request,
                 Work can be reasonably placed within work priorities,
                 Effort for planning and oversight is included in the estimates,
                 Budget is available for the estimated costs,
                 Completion and acceptance criteria are clearly identified,
                 Schedules support timely completion of the work, and
                 Controls are in place to monitor the implementation.

    K
            - Implementation



3
 In this case, senior level personnel are those managers and/or executives who assign work to DTS resources and
are responsible to the DTS for the completion and quality of work activities.


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The role of ECB and the enhancement management process during Implementation is passive
as the focus is now on Design, Coding, Testing, Installation and/or Training. After approval for
Implementation, a Remedy ticket is opened and the work shifts to an appointed Project
Manager (PM) and is reportable by the project through the manager’s regular reporting
channels.

The PM and Enhancement Control Administrator must periodically update the ER as actual
statistics are compared to estimates and as implementation work is completed.




 L
      - Each PM updates the Enhancement Control Administrator who shall document decisions,
additional tasks, and status changes related to each ER. The administrator shall update the ER
with this information, notify managers of the prescribed action, and update enhancement control
reports. Once the ERs have been approved for implementation and a Service Request is
completed, the information will be available on-line, through CSS, for authorized user review.

Upon completion of the Implementation in the test mode and acceptance of the change by the
originator, the PM shall complete a Change Request within Remedy prior to rolling out to
production. Once the test is completed and accepted, the Enhancement Control Administrator
shall notify associated staff and managers that ER is ready to roll out into production..

“Completed” and “Disapproved” ERs shall be archived by the Enhancement Control
Administrator so analysis, estimates, and historical information remain accessible to the ECB.



Outputs from the Process

Six outputs result from the Enhancement Management Process:
        Impact and/or Cost Analysis documentation used to initiate a project (or similar activity)
         for an “Approved for Implementation” ER,
        Notifications of ECB decisions provided to originators and managers
        Summary of ECB decisions and ER statuses,
        Records of communications with external sources,
        Notes and analysis for Disapproved ERs, and
        ER Procedural/informational documents as submitted to the ECB.
All outputs shall be documented and maintained by the Enhancement Control Administrator.

All ECB “Approved for Implementation” documentation used to initiate an enhancement must
include any analysis performed by the originator’s manager and the determination of the ECB to
implement the change. This documentation provides the change planning details for the
appointed PM including staffing commitments and project schedules. The PM should use these
documents as planning justification. The PM should validate the Impact and/or Cost Analysis
assumptions, but need not repeat the analysis.

“Disapproved” ERs provide a written description of an enhancement that may be useful in a
later context. This includes opportunities to combine enhancement requests into a single
request or a means to save requests that are lower priority or before-their-time.


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Roles and Responsibilities

This section describes the roles and responsibilities for staff and managers using the
Enhancement Management Process. This section describes roles and responsibilities so:
         Terms can be defined and used within the context of the Enhancement Management
          Process,
         Staff can identify themselves and other members of the DTS within the context of the
          Enhancement Management Process, and
         Staff or managers understand the responsibilities of others in the process.


Roles and responsibilities are divided into three groups based on the relationship of the work to
the organizational structure of the DTS:
         The BUSINESS GROUP includes those staff and managers responsible for business
          processes and fulfillment of specific business operations,
         The TECHNICAL GROUP includes those staff and managers responsible for
          implementation and maintenance of the computing tools that support the business users,
          and
         The ENHANCEMENT CONTROL BOARD GROUP includes an operative combination of
          business and technical users united in the integration of business needs, processes and
          tools.

Each description in this section is representative of organizational interaction with the
Enhancement Management Process. An important distinction in these descriptions is anyone
can initiate a change (and be the “Originator”), which forms the input to the Enhancement
Management Process.


Business Group
Table 2 - Business User Roles & Responsibilities
 Business User                   Activity Description
                         Who     Staff who use the business applications, panels, and reports of
                                 automation tools (such as Service Requests, CSS) in day-to-day
                                 business. These may be Customer Representatives and Procurement
                                 staff, customers of DTS, staff from other State departments or
                                 agencies, or staff working on a DTS project.
        Role in Enhancement      Conceive and initiate enhancements to improve business processes or
                     Control     tools.
           Responsibilities in   Originate Process and automation tool improvement requests through
        Enhancement Control      identification of a business problem, need, or opportunity. Submit an
                                 enhancement request into the Enhancement Management Process.
                                 Share ideas with supervisor, manager and/or business analyst.




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Table 3 - Business Analyst Roles & Responsibilities
 Business Analyst             Activity Description
                       Who    Staff who analyze a broad collection of related business processes and
                              maintain the interactions between the business needs, business
                              processes, and automation tools. Business analysts are most often
                              engaged in problem identification and resolution but can also analyze
                              alternatives related to business improvement or redirection.
     Role in Enhancement      Review and assess enhancements to improve business processes and
                  Control     automation tools, assist with prioritization of requests, and review and
                              approve completed enhancement.
        Responsibilities in   Originate enhancement requests, analyze and document the impact and
     Enhancement Control      benefits of proposed changes, determine appropriate implementation of
                              business changes, assist with the business integration of processes and
                              tools, work with Technical Programmer/Analyst.


Table 4 - Business Supervisor Roles & Responsibilities
 Business Supervisor          Activity Description
                   Who        A DTS supervisor responsible for Business Users and Business Analysts.
                              Most often the supervisor provides the day-to-day expertise needed to
                              complete the business objectives of the DTS.
     Role in Enhancement      Conceive an idea, initiate a ER, and confirm proposed improvements to
                  Control     business process or tools. Champion enhancements and ERs.
        Responsibilities in   Originate process and automation tool Enhancement Requests when
     Enhancement Control      needed to improve business processes or tools. Confirm and initiate
                              enhancement requests submitted by Business Users and Business
                              Analysts.


Table 5 - Business Manager Roles & Responsibilities
 Business Manager             Activity Description
                       Who    A DTS Manager responsible for accomplishing multiple business functions
                              through effective management of specialized staff skills, business
                              processes, and automation tools.
     Role in Enhancement      Initiate, review and/or approve enhancements to improve business
                  Control     processes or automation tools. Participate as a member of the
                              Enhancement Control Board. Validate the Impact Analysis for accuracy
                              and completeness.
        Responsibilities in   Originate Process and automation tool Enhancement Requests, confirm
     Enhancement Control      ERs for completeness, priority, cost, and benefit, approve a ER for review
                              by the Enhancement Control Board, assign resources to analyze and/or
                              implement a ER. Validate the completeness of ERs and their
                              implementation.




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Table 6 - Lead Analyst Roles & Responsibilities
 Lead Analyst                 Activity Description
                       Who    A DTS staff or staff supervisor with business and technical organizational
                              experience and an understanding of analysis methods.
     Role in Enhancement      Coordinate, complete, and validate the Impact Analysis for accuracy and
                  Control     completeness. Identify analysts who should participate in the Impact
                              Analysis.
        Responsibilities in   Responsible to the Business or Technical Manager for completion,
     Enhancement Control      coordination, and quality of an Impact Analysis. Validate the completeness
                              of ERs and their implementation.


Technical Group
Table 7 - Technical Programmer/Analyst Roles & Responsibilities
 Technical                    Activity Description
 Programmer/Analyst
                  Who         Staff with expertise in the use of specific automation tool capabilities and
                              implementation characteristics (such as CSS) and often also skilled in
                              specific aspects of the DTS business needs.
     Role in Enhancement      Conceive and initiate Enhancement Requests, participate in the analysis
                  Control     of ERs affecting their area of expertise, and implement approved ERs.
        Responsibilities in   Originate ERs for automation tool related changes such as software or
     Enhancement Control      system upgrades. Identify for the Business User possible automation-
                              related process improvements. Provide system and programming analysis
                              regarding Enhancement Requests subject to Impact Analysis. Technical
                              staff makes the requested changes into the CSS test system. Once the
                              changes are tested and approved by CSS Staff then a Change Request
                              within the Remedy system is prepared prior to the enhancement being
                              uploaded into production.


Table 8 - Technical Supervisor/Manager Roles & Responsibilities
 Technical                    Activity Description
 Supervisor/Manager
                   Who        Information Technology Supervisors and Managers skilled in the
                              methodology of software development and responsible for the operational
                              capabilities and readiness of automation tools that support Business
                              Users.
     Role in Enhancement      Initiate automation tool enhancement requests, confirm and analyze
                  Control     enhancement requests affecting an automation tool within their area of
                              responsibility, plan and supervise the implementation of approved
                              automation tool ERs, and participate as an advisor to or as a member of
                              the Enhancement Control Board.
        Responsibilities in   Originate Enhancement Requests for automation tools and related product
     Enhancement Control      upgrades or enhancements. Provide analysis supporting decisions
                              regarding the impact from proposed changes. Discuss and substantiate
                              enhancements with the Enhancement Control Board. Plan and implement
                              changes to automation tools according to the DTS software development
                              methodology and within the constraints of the approved ER. Ensure that a
                              Change Request within Remedy System has been completed prior to
                              rolling out an approved and tested enhancement into production.




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Table 9 – CSS Unit
 Technical                    Activity Description
 Supervisor/Manager
                   Who        CSS Unit staff assigned and responsible for loading and routing SRs.
    Role in Enhancement       Initiate, review and/or approve changes to improve SR processes or
                 Control      automation tools. Review and participate in the Impact Analysis process.

        Responsibilities in   Originate Enhancement Requests for automation tools and related product
     Enhancement Control      upgrades or enhancements. Provide analysis supporting decisions
                              regarding the impact from proposed changes. Discuss and substantiate
                              changes with the Enhancement Control Board. Submit Remedy Tickets for
                              approved enhancement requests. Test changes made by technical staff to
                              ensure in proper working order, provide feedback to technical staff and
                              provide approval to completed change request in order to load into
                              production.




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Enhancement Control Board

The Enhancement Control Board (ECB) is at the center of the Enhancement Management
Process. The objective of the ECB is a timely and efficient administration of change.

The ECB shall maintain the list of automated systems and business processes that are
governed by this Enhancement Management Process. As an organization, the ECB shall not
initiate ER's. However, a ECB member, acting as a manager and leader within the DTS may
initiate a ER in accordance with the provisions of this process.

The ECB shall be organized as shown in Figure 2.


                           Enhancement Control                  Enhancement
                               Board Chair                        Control
                                                                Administrator
                                                                                       Enhancement
                                                                                      Request Owner
                                                               Enhancement
                                                               Control Scribe
                                                                                       Enhancement
                                                                                          Request
                                                                                      Interested Party
                                                                                          (optional)
         Enhancement           Enhancement              Enhancement
        Control Business      Control Business         Control Business
           Member                Member                   Member

                           Enhancement Control Board                             Request Originator & Others


                       Figure 2. Enhancement Control Board Organizational Structure


Table 10 - Enhancement Control Board Chair Roles & Responsibilities
 Enhancement Control            Activity Description
 Board Chair
                  Who           A DTS senior manager or executive with decision-making discretion and
                                generally responsible for the business needs of the DTS. Must also
                                possess strong familiarity with the Enhancement Management Process.
                                This position may be a shared co-leadership role jointly adjudicated by
                                business and technical executives.
     Role in Enhancement        Organize and operate the Enhancement Control Board.
                  Control
        Responsibilities in     Responsible for the operation of the Enhancement Control Board including
     Enhancement Control        the involvement of business and technical staff and managers, the quality
                                and content of submitted ERs, and the process-driven decisions needed to
                                make the ECB operate efficiently.




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Table 11 - Enhancement Control Board Member Roles & Responsibilities
 Enhancement Control          Activity Description
 Board Member
                  Who         A DTS manager appointed to the Enhancement Control Board with an in-
                              depth understanding of DTS business objectives, technologies, and able
                              to direct or redirect resources as needed. Minimally, board representation
                              should include first and second level managers, but may vary as the needs
                              of the ECB change.
     Role in Enhancement      Represent ERs submitted to the ECB, participate in change decisions, and
                  Control     align resources to fulfill change request priorities.
        Responsibilities in   Responsible for preparing and presenting ERs within their specific areas to
     Enhancement Control      the ECB and leading (or participating) in the ECB discussion of ERs.
                              Responsible for determining the accuracy and completeness of a ER’s
                              Impact Analysis, the availability and commitment of resources to
                              implement a ER, and the best ways to support ECB Chair decisions.


Table 12 - Enhancement Control Board Administrator Roles & Responsibilities
 Enhancement Control          Activity Description
 Board Administrator
                   Who        A DTS staff or manager with skills in the use of the problem and change
                              reporting system, procedures and tools.
     Role in Enhancement      To administer change control and facilitate the ECB meetings.
                  Control
        Responsibilities in   Responsible for establishing the ECB meeting schedule and conducting
     Enhancement Control      the enhancement control agenda, managing the enhancement control
                              database, announcing date cutoffs for inputs to the database, conducting
                              queries of the database, preparing enhancement reports and lists,
                              recording ECB decisions, and coordinating enhancement control
                              participants.


Table 13 - Change Control Board Scribe Roles & Responsibilities
 Enhancement Control          Activity Description
 Board Scribe
                  Who         A DTS staff skilled in meeting facilitation and the development of
                              documentation, archives, CSS Enhancement Requests, and elementary
                              library referencing systems
     Role in Enhancement      To assist the Enhancement Control Administrator maintain enhancement
                  Control     control documentation, record decisions and discussion of the ECB, and
                              publish documentation in support of the Enhancement Management
                              Process and the ECB.
        Responsibilities in   Responsible for scheduling the ECB meetings, schedules, and agendas,
     Enhancement Control      collecting and publishing enhancement requests and enhancement logs,
                              updating the enhancement control database, documenting ECB decisions,
                              and publishing general control status information.




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