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ITIL :: View topic - One Change manager
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One Change manager

 
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franko123
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Joined: Mar 03, 2008
Posts: 9

PostPosted: Mon Mar 03, 2008 7:36 pm    Post subject: One Change manager Reply with quote

Hi All
Our IT department is divided into different disciplines e.g. we have a manager for our ERP & CRM system, for network architecture, one for website related issues, another for other infrastructure etc....many cover and manage multiple systems and environments. Each is in their own silo and manages their own change requests from business units.
In reading some of the ITIL change management material it seems like they recommend one change manager who filters change requests. Is that normal in an environment such as ours. I foresee something like that will cause major political problems as it will be seen as taking power away from the individual managers. What have you seen as far as how this works and what is best practice.

Thanks
Franko
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UKVIKING
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Joined: Sep 16, 2006
Posts: 3292
Location: London, UK

PostPosted: Mon Mar 03, 2008 10:00 pm    Post subject: Reply with quote

Frank0123

What you do not say is whether all silos within the company used the same change management policy/process/et.

Do they each have a change mgr to run / manage the silo's CAB
Is there a meeting between CM for each silo that discuss changes that impact the other silos

for example

network changes impacting application change schedules

While ITIL says you should have chaneg mgmt and a chaneg mgr, the # of change managers are dependant on how you business is structured and itil does not care

If your CIO or director of IT wnts to have a Global Change mgmr to manage/monitor/control/oversee that all of the silos then he should do that
_________________
John Hardesty
ITSM Manager's Certificate (Red Badge)

Change Management is POWER & CONTROL. /....evil laughter
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franko123
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Posts: 9

PostPosted: Tue Mar 04, 2008 5:22 pm    Post subject: Reply with quote

John,
Thanks for your reply.

Each silo is manages their own change requests in an informal manner. The manager for each section meets with their own group to review changes. They have procedures, which may even be written down in some cases but they do not follow them diligently.
You hit the nail on the head when you asked whether the CM's for each silo meet to discuss the changes and their impact to the other silos. This has been a problem since changes have been made in say the network which impacts how users access an application and no notifications were given.

Our CIO is leaning towards a global change manager to prevent these sort of problems but like I said, I foresee a lot of political problems with that. If it's not an ITIL requirement, then could something as simple as having a FSC being sent to the different silo CM's and a weekly meeting resolve the issue?

Thanks
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m_croon
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Joined: Aug 11, 2006
Posts: 262
Location: Netherlands

PostPosted: Tue Mar 04, 2008 5:28 pm    Post subject: Reply with quote

franko123 wrote:
Our CIO is leaning towards a global change manager to prevent these sort of problems but like I said, I foresee a lot of political problems with that. If it's not an ITIL requirement, then could something as simple as having a FSC being sent to the different silo CM's and a weekly meeting resolve the issue?

Thanks

Frank,

At the least it (sending an FSC) won't hurt! Being aware of what changes are going on in other silos may just be the first step for people to feel the need for further change control. It is my experience that starting to report asap is usually a very good starting point for any proces.

Take a look at John Kotter's (Harvard) 8 steps for succesfull change. Very simple yet very powerfull stuf. (I suggest this for the organisational change that seems to be coming your way, not for the IT-changes).

Good luck
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AndyW
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Joined: Feb 14, 2008
Posts: 77

PostPosted: Tue Mar 04, 2008 5:33 pm    Post subject: Reply with quote

Hi Franko,
our company is similiar organized like yours. We have a global CHG in place.
But we also have those "Silo areas" you have mentioned.

We solved the problem by rolling out a uniform process which is standard for all. We use a workflow based tool in order to track all changes. The changes from the "silos" will be keyed into the system and the Managers (IT Champs) from the different areas will follow up the change till it comes to the CHG Mgr. If the CHG Mgr oversees the impact of the change at one glance he approves it staight away. If not then he assigns the RfC to the CAB members. For critical changes with global impact the CHG Mgr communicates the RfC proactively to other stakeholders.
At least this approach works for us.

I think in your case you would need to sit together with all your different stakeholders and come to common denominator regarding a universal CHG process. Once this has been agreed you can roll it out.

Cheers,
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Diarmid
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Joined: Mar 04, 2008
Posts: 1884
Location: Newcastle-under-Lyme

PostPosted: Wed Mar 05, 2008 11:08 am    Post subject: Change management is about cost, impact and effect Reply with quote

The issues you have to consider are: 1. Authority - who approves the change - this is about what it is for and how much it costs (effort, lost service, money, risk); in your silos you can only have silo changes - but service requirements are no respecters of silos.
2. who/what is affected - whoever manages any change must work out who is affected by it; this includes parts of service provision as well as users; all affected must be informed, consulted and involved at appropriate stages.
3. outcomes - did the change have the expected effect? did the change activity cause any unexpected problems?

you need a) a change management procedure that ensures the above issues are addressed, regardless which silo "owns" the change.
b) an authority structure that transcends the silos and owns the change management procedure.
c) a review process that sits outside the silos and ensures that changes are performed effectively.

The change management procedure has to be adhered to by anyone carrying out a change.

If you have these then you are addressing change management because you have defined how you conduct change and you have established authority for change. In the end it all comes back to whoever carries the can. If you do not have a global Change Manager role, then the responsibility will lie higher up the organization ([Customer]Service Manager/Operations Manager/CIO, whatever you have)

Your silo managers have no choice because service does not consist of discreet components. There are ways whereby they can continue to directly manage changes relevant to their area but they cannot be allowed to do so without proper controls.
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