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    Change Management Case Study - Northeastern University

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    Josethomas1969
    This document summarizes Northeastern University's implementation of a change management process within its Information Services department. It details drivers for change like siloed work and unscheduled changes negatively impacting services. A vendor assessment found strengths in incident management but lack of communication and cross-group tracking. Northeastern created new change management processes and implemented them within 2 weeks, with objectives like minimizing customer impact and reducing unscheduled changes. Key processes introduced included the Request for Change process, Change Advisory Board meetings, and an eCAB process for emergency changes. Achievements included improved communication and accountability, though challenges included lack of understanding and bureaucratic perceptions of the new processes.

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    Change Management Case Study - Northeastern University

    Uploaded by

    Josethomas1969
    423 views26 pages
    This document summarizes Northeastern University's implementation of a change management process within its Information Services department. It details drivers for change like siloed work and unscheduled changes negatively impacting services. A vendor assessment found strengths in incident management but lack of communication and cross-group tracking. Northeastern created new change management processes and implemented them within 2 weeks, with objectives like minimizing customer impact and reducing unscheduled changes. Key processes introduced included the Request for Change process, Change Advisory Board meetings, and an eCAB process for emergency changes. Achievements included improved communication and accountability, though challenges included lack of understanding and bureaucratic perceptions of the new processes.

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    This document summarizes Northeastern University's implementation of a change management process within its Information Services department. It details drivers for change like siloed work and unscheduled changes negatively impacting services. A vendor assessment found strengths in incident management but lack of communication and cross-group tracking. Northeastern created new change management processes and implemented them within 2 weeks, with objectives like minimizing customer impact and reducing unscheduled changes. Key processes introduced included the Request for Change process, Change Advisory Board meetings, and an eCAB process for emergency changes. Achievements included improved communication and accountability, though challenges included lack of understanding and bureaucratic perceptions of the new processes.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    423 views26 pages

    Change Management Case Study - Northeastern University

    Uploaded by

    Josethomas1969
    This document summarizes Northeastern University's implementation of a change management process within its Information Services department. It details drivers for change like siloed work and unscheduled changes negatively impacting services. A vendor assessment found strengths in incident management but lack of communication and cross-group tracking. Northeastern created new change management processes and implemented them within 2 weeks, with objectives like minimizing customer impact and reducing unscheduled changes. Key processes introduced included the Request for Change process, Change Advisory Board meetings, and an eCAB process for emergency changes. Achievements included improved communication and accountability, though challenges included lack of understanding and bureaucratic perceptions of the new processes.

    Copyright:

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    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 26

    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
    • CIO Speaks at All Hands Training Begin
    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 ( [email protected])
    • 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 Change


    myNEU Portal Management
    Timeout to 60 SharePoint Site
    Minutes
    16
    CAB Meeting Process
    • Update Change Log
    • Add to CAB Agenda
    • Upload to SharePoint

    • Evaluate Change
    • Check on Open SMT Tasks

    CAB Meeting Agenda 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 ( [email protected] )
    • 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?

    26

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