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Change Management

Change Management. Chris Colomb Trish Fullmer Jordan Bloodworth Veronica Beichner. Definition of Change Management.

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Change Management

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  1. Change Management Chris Colomb Trish Fullmer Jordan Bloodworth Veronica Beichner

  2. Definition of Change Management Process of planning, organizing, coordinating and controlling the compositions of the environment, internal and external; to ensure that the process changes are implemented according to approved plans and the overall objectives of introducing the changes are achieved with as little disruption as possible. Oseni, Ezekiel, 10/26/08, “Change Management in Process Change,” 2007, Journal Online.

  3. Process Changes • Responsibility of top management • Not only have to manage their employees but their whole environment that’s affected: • Suppliers • Customers • Competitors • Can be very draining on finances and people involved

  4. Steps for change: 1) Pre-implementation • Realize the need for change • Determine cost/benefit of new change • Management must support the new change and display this support to others • 3 ways to deal with resistance to change • Ignore it • End it by preventing it • Implement crisis management

  5. Steps for change: 2) Implementation • Many companies fail before they make it here • Elect a standing committee • Composed of all departments affected • Meet on a regular basis • Meet when problems arise in order to find solutions • Should appreciate all stakeholders for their patience and understanding

  6. Steps for change: 3) Post-implementation • Make sure project achieved planned results • Problems that arise after implemented are found and dealt with • May still have resistance due to • Lack of training • New culture

  7. Bain & Company Example • Plan • Lead • Operate • Track www.bain.com

  8. Audit Guidelines for Change Controls • The best practice guidance • Management should use COBiT resources as a source of best practice guidance • COBiT enables the understanding of: • Business objectives • Communication of best practices • Recommendations to be made

  9. Control Objective: Manage Changes • High-level control objective AI6 states: • The management system should provide for the analysis, implementation and follow-up of all changes requested and made to the existing IT infrastructure.

  10. Manage Changes: The management system should consider the following: • Identification of changes • Categorization, prioritization and emergency procedures • Impact assessment • Change authorization • Release management • Software distribution • Use of automated tools • Configuration management

  11. Audit Program for Change Controls • Review General Processes • Through interviews, determine: • who prioritizes & justifies changes • how user requests are assigned to programmers • how testing is performed • who approves changes • how edited or new programs are put into production • Adequate guidelines are established to instruct programming personnel in their duties Source: See Audit Program Change Control (Under extra readings on topics – change management)

  12. Audit Program for Change Controls • Specific Process • Completeness • Validity of changes • Adequate involvement • Access control • Emergency changes • One-time changes Source: See Audit Program Change Control (Under extra readings on topics – change management)

  13. Audit Program for Change Controls • Review System Testing for: • Testing procedures performed or checked by persons other than those involved in writing the programs • Adequate controls to prevent production files from being used in testing • Adequate testing procedures to prevent any unauthorized coding from being inserted into programs during their modifications • Existence of a structured approach to testing based on the use of test plans • Adequate supervision and segregation of testing activities Source: See Audit Program Change Control (Under extra readings on topics – change management)

  14. Audit Program for Change Controls • Review User Acceptance Testing • A user acceptance testing sign-off procedure is in place • User acceptance testing is carried out in an appropriate environment, isolated from the production system • Adequate consideration is given to the setting up of test data • There is a structured approach to testing based on the use of test plans • Parallel testing is carried out where practical • Volume testing is carried out Source: See Audit Program Change Control (Under extra readings on topics – change management)

  15. Audit Program for Change Controls • Review Testing Environment • Access to the test environment is restricted to only authorized individuals • IT testing is carried out in an appropriate environment, isolated from the production system • Adequate consideration is given to the setting up of the test data • Test environment provides an adequate representation of the production environment Source: See Audit Program Change Control (Under extra readings on topics – change management)

  16. Audit Program for Change Controls • Review Backup and Recovery • Procedures are in place to consider the impact of change on other applications or to determine need for upgrading software • Operations regularly backs up production program libraries, together with a record of changes made between back-ups • Controls to ensure proper recoverability of program libraries should a failure occur and that the recovery process introduces no errors Source: See Audit Program Change Control (Under extra readings on topics – change management)

  17. Change Management • Change Management ensures: • Standardized methods • Processes and procedures are used for all changes • Facilitation of efficient and prompt handling of all changes • Maintaining proper balance between the need for change and the potential negative impact of changes

  18. Common Traps to avoid! • 1. MisstartsChange is ill-advised and without sufficient commitment.  • 2. Making change an option Management asks for change instead of enforcing change  • 3. A focus only on process Focus on process not results for initial implementation  • 4. A focus only on results Focus completely on the end result with little concern for problems with change  • 5. Not involving those expected to implement the change Management decides on change without consulting employees • 6. Delegation outside company Giving outside consultants complete power for change  • 7. No change in reward system If you reward employees the same way you will get the same work  • 8. Leadership doesn't walk the talk Leadership preaches change, but does not set the example  • 9. Wrong size Change is too small or big  • 10. No follow-through Management does not clearly define responsibility and thus the change is not executed properly Source: http://www.ustyleit.com/Change_Management_Best_Practices.htm

  19. Developing a Change Management Plan • Raising and recording of changes • Forecasting the impact, costs, benefits and risk of future changes • Developing business justification and obtaining approval • Managing and coordinating change implementation • Monitoring and reporting on implementation, reviewing and closing change requests

  20. Example • Handout: Change Management Plan • http://pma.doit.wisc.edu/plan/3-4/tools.html

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