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    Module 6 Change Management - UniSA 2s PDF

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    Phuong Thai
    The document describes a job posting for a Network Communications Manager role. The role involves coordinating communications around planned and unplanned network outages to minimize disruption to customers. Key responsibilities include managing outage notifications, ensuring consistent messaging across teams, and approving engineering projects. The ideal candidate would have experience in telecommunications project management and strong communication skills to explain technical issues to non-technical audiences. The role requires coordinating multiple teams and working well in a high-pressure environment with changing timelines.

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    Module 6 Change Management - UniSA 2s PDF

    Uploaded by

    Phuong Thai
    116 views19 pages
    The document describes a job posting for a Network Communications Manager role. The role involves coordinating communications around planned and unplanned network outages to minimize disruption to customers. Key responsibilities include managing outage notifications, ensuring consistent messaging across teams, and approving engineering projects. The ideal candidate would have experience in telecommunications project management and strong communication skills to explain technical issues to non-technical audiences. The role requires coordinating multiple teams and working well in a high-pressure environment with changing timelines.

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    Module 6 Change Management - UniSA 2s.pdf

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    The document describes a job posting for a Network Communications Manager role. The role involves coordinating communications around planned and unplanned network outages to minimize disruption to customers. Key responsibilities include managing outage notifications, ensuring consistent messaging across teams, and approving engineering projects. The ideal candidate would have experience in telecommunications project management and strong communication skills to explain technical issues to non-technical audiences. The role requires coordinating multiple teams and working well in a high-pressure environment with changing timelines.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    116 views19 pages

    Module 6 Change Management - UniSA 2s PDF

    Uploaded by

    Phuong Thai
    The document describes a job posting for a Network Communications Manager role. The role involves coordinating communications around planned and unplanned network outages to minimize disruption to customers. Key responsibilities include managing outage notifications, ensuring consistent messaging across teams, and approving engineering projects. The ideal candidate would have experience in telecommunications project management and strong communication skills to explain technical issues to non-technical audiences. The role requires coordinating multiple teams and working well in a high-pressure environment with changing timelines.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 19

    Network Management /

    Managing Networks and Telecommunications M

    Change Management

    Network Communications Manager


    Telecommunications
    Excerpt of position advertisement from APEX Resource Solutions

    9 month fixed term contract, start ASAP


    Background in Telco required with strong project, change and
    communication
    i ti mgmtt
    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
    yyou will be the conduit between a number of teams including
    g engineers,
    g
    deployment 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.

    Network Communications Manager


    Telecommunications (continued)
    Key responsibilities

    Proactive management of all planned outage events


    End to end coordination of notifications
    End-to-end
    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)
    Essential Experience

    Campaign management, communication and strong knowledge of


    project management with particular strengths in planning
    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
    Exceptional communication skills
    Proven delivery experience in working in a high pressured
    environment, with tight and ever changing timeframes

    Best Practices

    Change Management: Best Practices 2008, viewed 28


    September 2012,
    2012
    http://www.cisco.com/en/US/technologies/collateral/tk869/t
    k769/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
    5

    Outline

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

    Objective

    The 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)

    Business Goals

    Efficiency - standardised methods and procedures

    Documentation configuration management system

    Risk managed and minimised

    Alignment changes support business needs and goals

    Service Change
    A service change is any addition, modification, or
    removal of authorized, planned, or supported
    service or service components and its associated
    documentation.
    Types of changes:

    Application changes
    Hardware changes
    S ft
    Software
    changes
    h
    Network changes
    Environmental changes
    Documentation changes

    (page 4)

    Change Management System


    Status of change requests:

    Open
    In-Progress
    Approved
    Rejected
    Closed
    Cancelled

    10

    Roles and Responsibilities


    Major roles:

    Change iinitiator
    Ch
    ii
    Change manager
    Change advisory board
    Change implementation team (operations)

    11

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

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

    12

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

    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 postmortems
    Creating and compiling change management metrics

    13

    Change Advisory Board


    Supports 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)
    14

    CAB & 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 situation
    situation.

    15

    Change Process Models


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

    Steps to handle change (including exceptions)


    Chronological order of steps including dependencies
    Responsibilities
    Timescales and thresholds for completion of actions
    E
    Escalation
    l ti procedures
    d
    Approval authority
    Quality or performance measures and objectives

    16

    Change Models

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

    17

    18

    Normal Change

    (1) Plan the Change


    (1) Test and Validate the Change
    (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

    20

    10

    Document the Change Request

    Change ID (unique ID)


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

    Minor
    Significant
    Major

    Back out (remediation plan)


    Timeframe (Window)
    21

    11

    Assess and Evaluate the RFC


    7 Rs:
    1.
    2.
    3.
    4.
    5
    5.
    6.

    Request/Raised change
    Reason for the change
    Return required (enablement)
    Risks involved (impact)
    R
    Required
    i d resources
    Responsible for build, test and
    implement
    7. Relationship with other changes
    24

    12

    Risk Matrix

    High Impact
    Low Probability

    High Impact
    High Probability

    Low Impact
    Low Probability
    (Candidate for
    Standard
    Change)

    Low Impact
    High Probability

    25

    Standard Change

    Defined trigger to initiate the RFC


    Tasks are well known, documented, and proven
    Authority is effectively given in advance
    Budgetary approval typically preordained
    Risk is usually low and always well understood

    Create RFC

    Implement
    Change

    Close Change

    26

    13

    Emergency Change

    Emergency Change Authorization

    Emergency Change Building, Testing and


    Implementation

    ECAB instead of CAB


    Levels of delegated authority need to be clearly
    documented and understood

    Changes allocated to technical group for building


    As much testing as possible

    Emergency Change Documentation

    Temporary records at the time with completed records


    retroactively

    27

    Change Management Tools

    Change Ticketing Tool

    All requirements collected


    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 efficiency.
    efficiency

    28

    14

    Process Improvement Program


    Goal of PIP is to achieve the following CSFs:

    Repeatable process for making changes


    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 reporting
    Process assessment
    Process improvement
    29

    Process Measurement

    Performed on a weekly or monthly basis

    KPIs established during change management


    process design collect and evaluate on a regular
    basis

    30

    15

    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

    31

    Process Assessment

    Performed on a semi-annual or annual basis

    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
    p
    actions
    Re-evaluate CSFs for next assessment period

    32

    16

    Process Improvement
    Prepare a Process Improvement Plan which includes:

    Deliverables
    Due dates
    Implementation resources
    People responsible for completion

    33

    Examples of Measures
    Operational Metrics:

    Number of incidents caused by unsuccessful changes


    Inaccurate change specifications
    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

    34

    17

    Examples of Measures (cont)


    Process Measures:

    Satisfaction with speed, clarify, ease of use


    Number
    N
    b and
    d percentage
    t
    off changes
    h
    th
    thatt ffollow
    ll
    fformall
    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 change
    g
    Staff utilization
    Cost against budget

    35

    Example KPIs
    Used to measure the performance of the change
    management process:

    Change efficiency
    Ch
    ffi i
    rate
    t
    Change success rate
    Emergency change rate
    Change reschedule rate
    Average process time per change (days)
    Unauthorized change rate
    Change incident rate
    Change labor workforce utilization
    Change management tooling support level
    Change management process maturity
    36

    18

    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
    37

    19

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