1Network Management /Managing Networks and Telecommunications M

Change Management

Network Communications Manager Telecommunications

9 month fixed term contract, start ASAP Background in Telco required with strong project, change and

i ti t

Excerpt of position advertisement from APEX Resource Solutions

communication mgmt Key role in delivering to the companies number one strategy

Opportunity to join a lead player in the Australian telecommunication industry and play a pivotal role in the delivery of customer communication to changes around network outages.

It is expected that you are a very organised and people focused person as you will be the conduit between a number of teams including engineers, y g gdeployment managers, marketing and customer support. Needless to say it is imperative you are able to work across all areas of the business.

You will bring with you a background in telecommunications, with the ability to turn complex technical jargon into simple customer messages.

2Network Communications Manager Telecommunications (continued)

Proactive management of all planned outage events End to end coordination of notifications

Key responsibilities

End-to-end coordination of notifications End-to-end coordination of Customer information and web content Maintain and develop the outage management plan Ensure that plans are aligned closely with marketing, brand, local

area marketing and advertising planning to ensure mixed messages are not given to a local market

Ensure the business is receiving all appropriate information across the board from all sources to adequately manage each outage

Grant a business go / no go for engineering projects to go ahead, based on agreed policies and procedures

Reactive management of unplanned outages as and when they occur

Network Communications Manager Telecommunications (continued)

Campaign management, communication and strong knowledge of project management with particular strengths in planning

Essential Experience

Negotiation and ability to deliver things cross functionally Good understanding of the Telecommunications industry and

market, with the ability to turn complex technical jargon into simple customer messages

Effective collaborator and strong cross functional team player, with ability to work across all levels of the business

Excellent planning abilities with the natural risk management ability Customer focus Customer focus Exceptional communication skills Proven delivery experience in working in a high pressured

environment, with tight and ever changing timeframes

3Best Practices

Change Management: Best Practices 2008, viewed 28 September 2012September 2012, http://www.cisco.com/en/US/technologies/collateral/tk869/tk769/white_paper_c11-458050.html

Guidance that is scalable for: Different kinds and sizes of organizations Simple and complex changes Changes with major or minor impact Changes with specific timeframe requirements Different levels of budget or funding available to

deliver change

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Outline

Background / Motivation Definitions Roles and Responsibilities Change Process Models Change Management Tools Continuous Process Improvement

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4Objective

The objective of the change management processThe objective of the change management process is to minimize service downtime by ensuring that requests for changes are recorded and then evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled and consistent manner.

(page 3)

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Business Goals

Efficiency - standardised methods and procedures

Documentation configuration management system

Risk managed and minimised

Alignment changes support business needs and goals

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5Service Change

A service change is any addition, modification, or removal of authorized, planned, or supported service or service components and its associatedservice or service components and its associated documentation.

Types of changes: Application changes Hardware changes

S ft h Software changes Network changes Environmental changes Documentation changes

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(page 4)

Change Management System

Status of change requests: Open Open In-Progress Approved Rejected Closed Cancelled

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6Roles and Responsibilities

Major roles:Ch i i i Change initiator

Change manager Change advisory board Change implementation team (operations)

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Change Initiator

Initially perceives the need for change and develops, plans, and executes the steps necessary to meet the initial requirements for a Request forto meet the initial requirements for a Request for Change (RFC).

Product manager Network architect Network engineer Service manager Support engineer Security manager

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7Change Manager

Dedicated change manager in a large organisation would be responsible for:

Updating and communicating change procedures Updating and communicating change procedures Reviewing and accepting change requests Conducting change review meetings Compiling and archiving change requests Auditing network changes Change communication and notification Managing change postmortemsManaging change postmortems Creating and compiling change management metrics

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Change Advisory BoardSupports the authorization, assessment and prioritization of changes.Potential members (variable):

Customers User managers User group representatives Applications developers/maintainers Specialists/technical consultants Services and operations staff Facilities/office services staff Contractors or third parties representatives Other parties (ex: marketing if public products are

affected)

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8CAB & ECAB Composition

Change procedures need to specify how the composition of the CAB and ECAB are to be determined.

CAB composition needs to be flexible to ensure business interests are properly represented.

ECAB composition needs to provide the ability, from both a business and technical perspective, to make appropriate decisions in any situationappropriate decisions in any situation.

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Change Process Models

Models provide the framework for defining the steps needed to handle changes consistently and ff ti l I l deffectively. Includes:

Steps to handle change (including exceptions) Chronological order of steps including dependencies Responsibilities Timescales and thresholds for completion of actions

E l ti d Escalation procedures Approval authority Quality or performance measures and objectives

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9Change Models

Normal change Significant (high-risk) change Major changeMajor change Minor change Standard (pre-approved) change Expedited (short-interval) change Emergency change

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Normal Change

(1) Plan the Change (1) Test and Validate the Change (1) Create Change Proposal(1) Create Change Proposal (2) Approve Change Proposal (1) Document the Change Request * (1) Create the Request for Change * (1) Technical Review and Signoff (2) Review the RFC (2) Assess and Evaluate the RFC * (2) Authorize the Change (3) Plan the Updates (3) Implement the Change (2) Post Implementation Review (2) Close the Change

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Document the Change Request

Change ID (unique ID) Description Identification of the CI(s) to be changed Date and Time Implementation Steps Category

Minor SignificantSignificant Major

Back out (remediation plan) Timeframe (Window)

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Assess and Evaluate the RFC

7 Rs:

1. Request/Raised change2. Reason for the change3. Return required (enablement)4. Risks involved (impact)5 R i d5. Required resources6. Responsible for build, test and

implement7. Relationship with other changes

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Risk Matrix

High ImpactLow Probability

High ImpactHigh Probability

Low ImpactLow Probability(Candidate for

Standard

Low Impact High Probability

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Standard Change)

Standard Change

Defined trigger to initiate the RFC Tasks are well known, documented, and proven Authority is effectively given in advanceAuthority is effectively given in advance Budgetary approval typically preordained Risk is usually low and always well understood

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Create RFC Implement Change Close Change

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Emergency Change

Emergency Change Authorization ECAB instead of CAB Levels of delegated authority need to be clearly Levels of delegated authority need to be clearly

documented and understood

Emergency Change Building, Testing and Implementation

Changes allocated to technical group for building As much testing as possible

Emergency Change Documentation Emergency Change Documentation Temporary records at the time with completed records

retroactively

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Change Management Tools

Change Ticketing Tool All requirements collected Scheduled for implementation Scheduled for implementation Status updated communicated to stakeholders User generated reports

May be integrated with trouble-ticketing tools, problem-management tools, configuration database which helps to improve efficiencywhich helps to improve efficiency.

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Process Improvement Program

Goal of PIP is to achieve the following CSFs: Repeatable process for making changes Make changes quickly and accurately Make changes quickly and accurately Ensure changes are driven by business needs Protect services when making changes Deliver process efficiency and effectiveness benefits

Main activities: Process measurement Process measurement Process reporting Process assessment Process improvement

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Process Measurement

Performed on a weekly or monthly basis

KPIs established during change management process design collect and evaluate on a regular basis

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Process Reporting

Performed on a monthly or quarterly basis

Reviewed by change management staff as well as service, IT and business management

Presents summary information (dashboard / balanced scorecard) based on KPIs

Include trend analysis and potential process issues

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Process Assessment

Performed on a semi-annual or annual basis

Audit a sample of changes for compliance to process Audit a sample of changes for compliance to process Audit change management process for completeness,

efficiency and effectiveness Evaluate against previous assessment period Benchmark against industry best practices Compare current status with CSFs Establish improvement actionsp Re-evaluate CSFs for next assessment period

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Process Improvement

Prepare a Process Improvement Plan which includes:

Deliverables Deliverables Due dates Implementation resources People responsible for completion

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Examples of MeasuresOperational Metrics:

Number of incidents caused by unsuccessful changes Inaccurate change specifications Incomplete impact assessment Incomplete impact assessment Unauthorized changes & percentage reaction Percentage reduction in time, effort, cost to make

changes Reworks caused by inadequate change specifications Percentage improvement in predictions Percentage improvement in impact analysis and

scheduling

Workloads: Frequency of change Volume of change

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Examples of Measures (cont)

Process Measures: Satisfaction with speed, clarify, ease of use

N b d t f h th t f ll f l Number and percentage of changes that follow formal procedures

Ratio of planned versus unplanned changes Ratio of accepted to rejected change requests Number of changes recorded and tracked using

automated tools Time to execute a changeg Staff utilization Cost against budget

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Example KPIs

Used to measure the performance of the change management process:

Ch ffi i t Change efficiency rate Change success rate Emergency change rate Change reschedule rate Average process time per change (days) Unauthorized change rate Change incident rate Change incident rate Change labor workforce utilization Change management tooling support level Change management process maturity

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Summarising Measures

Reported to management via a dashboard or balanced scorecard.

Examples:

KPI change success rate calculated as:

number of failed changes / total changes implemented

CSF Protect services when making changes calculated using the KPIs emergency change rate, unauthorized change rate, change incident rate

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