Case Studies on Management Change

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					Change Management:
 Northeastern Case Study
        Kendra Seaman
        Change Manager




                           2
Northeastern University Background
  Full Time Undergraduate – 15,339
  Total Undergraduate – 16,897
  Full Time Graduate – 5,732
     Total Students – 22,880
3,564 – Total Faculty (1,726) and Staff (1,838)
8 Colleges
9 Groups within Information Services (IS)

                                                  3
Timeline




           4
Drivers for Change
• Working in Silos Throughout IS Organization
• Changes Made Causing Other Services to Fail
    – No Advanced Communication
    – Colliding Changes
    – No Verification of Time for Change
• Changes Made without Proper Customer
  Communication
• Service Desk Left Without Current Knowledge
• Large Number of Unscheduled Changes           5
Vendor Assessment              IT Service Management consulting,
                             implementation, and education company
• Third Sky
• Evaluation Methods
  – Interviews
  – Observation
  – Questionnaire
• Assessment Results
  – Strength in Incident Management
  – Lack Communication about Changes in Environment
  – No Cross-Group Tracking
  – Not Apparent what Services IS Offers

                                                                6
1st on Roadmap -- Change Management
• Created New Processes and Submitted

• Leadership Team says:
   “We Want Change Management and We Want It Now”
• Processes Approved
• Implement in 2 Weeks



                                                    7
Objectives
• Strengthen Communication Across IS
• Track Changes to Production Services Only
• Track Changes Across IS Groups
• Begin Thinking in Service Terms
• Minimize Customer Impact
• Schedule Changes at Most Appropriate Time
• Provide the Service Desk Timely Information
• Reduce the Number of Unscheduled Changes
                                                8
                    • Service Divided into 3 SMT’s
SMT’s and
                    • RFC Form Updated from
CAB Begin
                      Feedback
                    • Approvals Granted by CAB


                               Education and
                               Training Begin
• CIO Speaks at All Hands
  Meeting
• First Group Attend ITIL
  Foundation v3 Training                             9
CAB Improvements
• 3 Months in – Asked for CAB Feedback

• Limited Members (18 down to 9)

• Streamlined Responsibilities

• More Accountability from Leadership Team




                                             10
Education and Training Continues




• Second Group to ITIL Foundation Training
• 300th Request for Change in 8 Months


                                             11
Northeastern Specific Processes

• Request For Change Process

• CAB Meeting Process

• eCAB Process




                                  12
 Request For
Change Process




CAB Meeting
  Process



                 13
Request For Change Process
             • Customer Requests
             • Members within IS
             • Internal IS group reviews
             • Submitted via Email ( rfc@neu.edu)
                        • Review for Completeness
                        • Add to Change Log
                        • Upload to SharePoint

              • Email Facilitator
              • Added to Agenda
                                                    14
Request For Change Process




                             15
Request For Change Process

    Review of RFC              SharePoint for Data
                                   Repository




 00277 – Change myNEU Portal   Change Management SharePoint
     Timeout to 60 Minutes                 Site


                                                              16
CAB Meeting Process
                      • Update Change Log
                      • Add to CAB Agenda
                      • Upload to SharePoint

               • Evaluate Change
               • Check on Open SMT Tasks




                      CAB Meeting Agenda - 101408   17
CAB Meeting Process




• CAB has Authority to Reject Change Requests

• To Date, 0 Changes have been Rejected




                                                18
CAB Meeting Process
                          • Added to FSC
Communication:            • Update
• IS Change                 Change Log
• Impacted Customer
• NUAnnouncement
• ACD Message
• IS-All Email


Verification Change was         FSC
Made on Time and
Successfully                          19
CAB Meeting Process
                      • CAB can Ask for
                        More Information
                        before Approving

                      • CAB can Send Back
                        to the SMT if the
                        RFC Requirements
                               Change



                                            20
eCAB Process
• Review and Approve Emergency Changes
• Request Submitted via Email ( ecab@neu.edu )
• eCAB Comprised of 5 IS Directors
• Request Requires a Minimum of 3 Approvals (no
  Dissents)


• Post Review in Next CAB Meeting

                                                  21
Achievements and Benefits
• Cross-Group Communication
• Visibility into Other Groups in IS
• Common Vocabulary
• Technicians Verifying RFC Aprovals
• Requests for Training
• Individual and Team Accountability
• Empowerment of CAB
• Schedule Checks to Eliminate Conflicts
• Post-Implementation Reviews
• Process Expansion and Improvement
                                           22
Challenges
• Quick Launch!
• WIIFM?
• Lack of Understanding of Change Management
• Bureaucratic Process
• Turn Around Times
• Tool
• Voicing Concerns in CAB

                                               23
Lessons Learned
• Treat the Implementation as a Project
      – Defined Project Plan
      – Training and Awareness for Staff
      – Meet and Greets and Expectation Setting
      – Kickoff or Campaign before Launch
•   Team Discussions led by IS Group Director
•   Training
•   Take Time Out to Celebrate the Wins
•   Be Open to Feedback

                                                  24
Looking Ahead – Future Developments

• Continue Training

• Change Management Metrics

• Continue Tool Discussions

• Potential eCAB Realignment



                                      25
Questions?




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