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Change Management:Northeastern Case Study
Kendra Seaman
Change Manager
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Northeastern University BackgroundFull Time Undergraduate – 15,339Total Undergraduate – 16,897Full 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)
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Timeline
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
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Vendor Assessment• 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
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IT Service Management consulting, implementation, and education
company
1st on Roadmap -- Change Management
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• Created New Processes and Submitted
• Leadership Team says:
“We Want Change Management and We Want It Now”
• Processes Approved
• Implement in 2 Weeks
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
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SMT’s and CAB Begin
Education and Training Begin
• Service Divided into 3 SMT’s
• RFC Form Updated from Feedback
• Approvals Granted by CAB
• CIO Speaks at All Hands Meeting
• First Group Attend ITIL Foundation v3 Training
CAB Improvements
• 3 Months in – Asked for CAB Feedback
• Limited Members (18 down to 9)
• Streamlined Responsibilities
• More Accountability from Leadership Team
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Education and Training Continues
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• Second Group to ITIL Foundation Training
• 300th Request for Change in 8 Months
Northeastern Specific Processes
• Request For Change Process
• CAB Meeting Process
• eCAB Process
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Request For Change Process
CAB Meeting Process
Request For Change Process
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• Customer Requests• Members within IS• Internal IS group reviews• Submitted via Email ( [email protected])
• Review for Completeness• Add to Change Log• Upload to SharePoint
• Email Facilitator• Added to Agenda
Request For Change Process
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Request For Change Process
Review of RFC SharePoint for Data Repository
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Change Management
SharePoint Site
00277 – Change myNEU Portal Timeout to 60
Minutes
CAB Meeting Process
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• Update Change Log• Add to CAB Agenda• Upload to SharePoint
• Evaluate Change• Check on Open SMT Tasks
CAB Meeting Agenda - 101408
CAB Meeting Process
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• CAB has Authority to Reject Change Requests
• To Date, 0 Changes have been Rejected
CAB Meeting Process
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Verification Change was Made on Time and Successfully
Communication:• IS Change• Impacted Customer• NUAnnouncement• ACD Message• IS-All Email
• Added to FSC• Update
Change Log
FSC
CAB Meeting Process
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• CAB can Ask for More Information before Approving
• CAB can Send Back to the SMT if the RFC RequirementsChange
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eCAB Process• Review and Approve Emergency Changes
• Request Submitted via Email ( [email protected] )
• eCAB Comprised of 5 IS Directors
• Request Requires a Minimum of 3 Approvals (no Dissents)
• Post Review in Next CAB Meeting
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
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Challenges• Quick Launch!
• WIIFM?
• Lack of Understanding of Change Management
• Bureaucratic Process
• Turn Around Times
• Tool
• Voicing Concerns in CAB23
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
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Looking Ahead – Future Developments
• Continue Training
• Change Management Metrics
• Continue Tool Discussions
• Potential eCAB Realignment
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Questions?
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