Change Management FOR University Medical Group Saint Louis University
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Transcript of Change Management FOR University Medical Group Saint Louis University
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Change ManagementChange Management
FORFOR
University Medical GroupUniversity Medical Group
Saint Louis UniversitySaint Louis University
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AgendaAgenda
• Change Management DefinedChange Management Defined• Process Overview Process Overview • Monitoring Monitoring • Q & AQ & A
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Change Management - Process of executing and documenting changes that ensures a highly available, consistent, and stable computing environment.
• Ensure standardization across all sites and departments, as well as ensures that all necessary parties are contacted, informed and approve each change request.
• Each requested change is recorded and properly tracked to completion.
• All changes are controlled to provide reasonable assurance that significant changes are authorized and appropriately tested before being moved to production.
DefinitionsDefinitions
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DefinitionsDefinitions• Functional Manager (FM) – Responsible for the technical operation of the
system or application
• Business Process Owner (BPO) – End user of the system or it’s non-technical manager.
• Key Controls (CM #) - Denotes the key process controls within Change Management identified and approved by the University.
• Change Control Board (CCB) – Formal group of FM, BPO and other key stakeholders responsible for approving, scheduling or rejecting high or urgent changes
• Change Control Manger (CCM) – Responsible for facilitating the process. Is the first point of contact for each Change and can assist throughout the process.
• Change Management Team (CMT) – Formal group of FM, systems application managers and other technical personnel responsible for managing the Change
• Remedy Management System (Remedy) – Request tracking system used to record and document the Change for the CM process
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CONTROLSCONTROLS
CM1 A formalized documented system for tracking and reporting
CM2 A formalized documented system for approval
CM3 Changes meeting Project criteria must go to Project Office or Senior Management for Approval/Management
CM4 Change Request must have all required documentation
CM5 Change Request must have an Assessment Analysis
CM6 Change Request must have Testing Environment
CM7 Change Requests must have Testing documentation
CM8 Change Requests must have Production Approval
CM9 Change Request must have Production documentation
CM10 Change Request must have documentation of users and process owner approval
CM11 Version Control must be documented and maintained
CM12 Scheduled Service Reviews of Changes made to the Applications
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• Business Case• Impact & Risk Analysis • Change Build Form• Back Out Plan• Test Plan & Checklist• Communication Plan• Implementation Plan• Acceptance Form• Closure Form
FormsForms
See CM Desk Top Procedures for more information
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Process OverviewProcess Overview
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Change ManagementChange Management
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Initiate Request
Create Remedy Ticket
Change Review
Governing Body Reviews Change
Request andBusiness Case.
Change Assessment Testing
Approve &Implement
Change Closure
Gather Requirements. Create Impact
Analysis, Change Build, & Back Out
Plan
Create Test Plan & Checklist
Communication & Implementation Plan. Complete
Acceptance Form
Closure Form Completed & Audit Trail are available
RemedyCM 1
CM 2, CM 3, CM 4 CM5 CM 6, CM7 CM 8,CM 9,CM 10 CM 10, CM 11, CM
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Saint Louis University
Change Management Project
For a more detailed outline see the CM Desktop Procedures
Life CycleLife Cycle
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IT Functional Manager:
1. Creates a Change Request in Remedy
2. Inputs Requestor Log-in information
3. Selects Functional Group to manage Change
Step One: Initiate RequestStep One: Initiate Request
CM Control #1
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FM will give brief description of the change request in these fields.
FM will input the SLUNET ID of the requestor: additional information will auto-populate.
Initiating Change Request in RemedyInitiating Change Request in Remedy
FM will select his group here
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Functional Manager:
1. Submit the Change Request to CCM for review:• Selects “CCB” in the Service field• Submits the Business Case Form with the Requestor
2. Performs initial risk assessment • Completes Risk Matrix• Completes CCB Review
3. Determines if this is an emergency• Selects the proper Priority code: “Urgent”
Step Two: Manage Change ReviewStep Two: Manage Change ReviewCM CONTROL # 2 and 3
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Risk Management Tools For Functional ManagerRisk Management Tools For Functional Manager
After selecting “CCB” in the Service field for review: tabs for performing risk and impact analysis' will appear.
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Risk Management Tools For Functional ManagerRisk Management Tools For Functional Manager
The Risk of the Change will automatically be determined after the FM completesthese few questions: simply press the “Calculate Risk” button. (The Risk Classification will also auto-populate in the Assessment tab.)
Note the hyperlink “View Required Documentation”
RISK MATRIX
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Risk Management Tools For Functional ManagerRisk Management Tools For Functional Manager
• Change Classification -- Required Forms
Request PhaseHighlighted Documentation listed below is required for Medium and High Risk changes:1.0 Initiate1.1 Remedy Change Request (always required)2.0 Change Review2.1 Business Case3.0 Change Assessment3.1 Communications Plan3.2 Training Plan (as needed)3.3 Support Plan (as needed)3.4 Risk and Impact Analysis3.5 Change Build Form3.6 Backout Plan4.0 Testing4.1 Test Plan5.0 Approve / Implement
5.1 Acceptance Form5.2 Implementation Plan6.0 Change Closure6.1 Close-Out / Sign Off
Sample of Required Forms for Medium and High Changes
“View Required Documentation”
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Risk Management Tools For Functional ManagerRisk Management Tools For Functional Manager
Risk Classifications • Four classifications of Risk:
• Low• Medium• High• Urgent
• Managed by one or more of four entities • Change Control Board• Change Control Manager• Departmental Functional Manger• ITS Project Office
• All Risk Assessments Reviewed by Change Control Manager
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A Change will be assigned to the Functional Manager if:
For Example:– If the change requires immediate (emergency) attention– If the change requires no “down time”– If the change has no interrupt to service
Low/Medium Risk ChangesLow/Medium Risk Changes
Reference: Change Management Risk and Impact Matrix for further details
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A Change will be assigned to the CCB if:
For Example:– If the change has multiple system dependencies – If the change does not require immediate attention– If the change requires “downtime”– If the change has interruption to services
High Risk ChangesHigh Risk Changes
Reference: Change Management Risk and Impact Matrix for further details
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A Change will be assigned to the Project Office if:
• The budget of the project is over $25,000 of non-labor expenses• It involves staff from 3 or more ITS departments
one or more of the following:
• It involves more than 300hrs ITS effort• A work schedule that is longer than 3 months• External labor greater than 100 hrs • The project schedule is highly constrained
An ITS project is a defined, approved, temporary effort to produce a unique product or service in support of the University mission.
ITS Project Office - Managed ChangesITS Project Office - Managed Changes
Reference: slu.edu/x11183.xml for further details
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Documenting “Emergency” changesDocumenting “Emergency” changes
FM can override the Risk Matrix, and note circumstance below.
In the case of an emergency Change, records must be completed post-implementation. FM will select “Urgent” in the Priority field, and fill out the remaining documentation.
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Risk Management Tools For Functional Manager
CCB REVIEW
The CCB Review questions are forwarded directly to the CCB and CCM: They will assist all stakeholders in managing Medium to High risk Changes.
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The FM or their designee can attach any documentation on this tab: including confidential material (see right).
Attaching Supporting DocumentationAttaching Supporting Documentation
Labeled “CM Attachments”
There is also a Hyperlink to CM documentation.
CCB Attachments
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Risk Management Tools For Functional Manager
The final task in the initial Risk and Impact analysis is to input a start and enddate for the Change under the Assessment tab. (can be adjusted later).
Assessment
DON’T FORGET TO SAVE YOUR WORK !!!
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Step Three: Change AssessmentStep Three: Change Assessment
Functional Manager, CCM or CCB:
1. Reviews and begins approval process
2. Performs a detailed risk assessment• Impact & Risk Analysis Form
3. Gathers requirements and plans resources
4. Identifies personnel involved
5. Develops material and documentation• Change Build Form• Back Out Plan Form
CM CONTROL # 4 and 5
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Functional Manger, CCM or CCB:
1. Creates a Test Plan and Test Plan Checklist • Identify test cases, scenarios and scripts• Specify test environment requirements• Identify document standards for testing and production environment• Test Plan
2. Completes other forms as required by Functional Manager, CCM or CCB:
• Communication Plan • Training Plan• Support Plan
CM Control # 6 and 7
Step Four: TestingStep Four: Testing
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Step Five: Approve & ImplementStep Five: Approve & Implement
Functional Manager: Creates an Implementation Plan
• Implementation Form
Functional Manager, CCB, CCM and/or Business Process Owner:
1. Reviews all work against requirements and schedule• Risk & Impact Analysis• Back Out Plan• Change Build Form • Test Plan & Checklist
2. Communicates and Implement Change• Implementation and Communication Forms revisited • Acceptance Form (CCB, CCM and BPO approval)
CM CONTROL # 8,9 and 10
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Step Six: Change ClosureStep Six: Change Closure
Functional Manager, CCM or CCB:
1. Confirms Version Control with Requester
• Review all forms for correct documentation
2. Finalize Plans and Validates
• Closure Form
CM CONTROL # 10 and 11
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Change Management Change Management
MonitoringMonitoring
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Functional Manager, CCB, CCM and Business Process Owner will review reports for the following areas on pre-determined schedule.
1. Segregation of Duties Analysis
2. Reconciliation of CM logs to configuration logs
3. Documentation supporting implementation of CM
CM CONTROL 12
ReportingReporting
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For Additional InformationFor Additional Information
CONCLUSIONCONCLUSION
Please contact the Quality Assurance Office: