Improving IT Governance Through Formal Change
Management
My Role at Marquette
Change Manager– ITIL Practitioner in release & control (change,
configuration & release management)
Head of the PMO– PMP certification
Why Did We Start?
Stabilize the infrastructure
Audit Questions
Change Management and Program Development Controls– Change Management policy and procedure documentation
(requirements for requesting, documenting, testing, approving, and migrating/implementing changes to the production environment).
– Emergency change procedure documentation.– List of all requested changes (development and configuration
changes) made to the financial reporting applications and underlying environment (between 6/1/06 – present).
Program development methodology (SDLC) and formal testing procedure documentation (if exist and different from Change Management Policy)
System generated evidence (access control list, etc) showing users that have access to modify system code or system configurations for the production environment
What is Governance
There is no universal definitionCOBIT
– The need for assurance about the value of IT, the management of IT-related risks and increased requirements for control over information are now understood as key elements of enterprise governance.
– Value, risk and control constitute the core of IT governance.
Gartner Definition
"The processes that ensure the effective and efficient use of IT in enabling an organization to achieve its goals." – This definition contains certain key concepts:
• ITG is composed of processes with the inputs, outputs, roles and responsibilities that are inherent in a process definition (however, the definition does not talk about how these processes might be implemented).
• The role of ITG "ensures," as opposed to "executes." • The goal of ITG is defined as a business goal, not just IT-
related. • Key performance measures, identified as effectiveness and
efficiency, together represent business value.
COBIT
Audit
Control
Management
Governance
1996 1998 2000 2005
Perspective of Frameworks and Standards
COSO, ISO 9001,King II, Sarbanes-Oxley, Industry BEE CharterWhat
COBIT Domains
Plan & Organize
Acquire & Implement
Deliver & Support
Monitor & Evaluate
What
Bus A
lignment
TO
GA
F
PM
BO
K
CM
MI
SD
LC
ITIL
ISO
17799
NIS
T 800
Balanced
Scorecard
IAS
CA
Audit
Standards
Board briefing
IT G
overnance
HowP
roject M
ethodology
COBIT Focus April 2007 Volume 1
Hype Cycle
http://www.gartner.com
Removed at Gartner’s Request
http://www.gartner.com
Hype Cycle
Removed at Gartner’s Request
ITIL
ITIL is not a temporary fashion – ISO20000It’s not about tests and certificationGoing from a technology focus – to a
customer service focusShort term costs will be balanced by long-
term gainsOther cultures have benefited from adopting
ITILIt is easier to sell a best practice than an idea
ITIL
Managing service levels from the customer’s perspective instead of insular technology or infrastructure perspective
Going beyond reactive break/fix – to proactive management of service requests and service support
Actively managing infrastructure components (assets) and systematically managing changes (planned and un-planned)
Remember ITIL concentrates on Continuous Improvement – Deming
A non-proprietary set of best practices – public domain
ITIL Service Management v2
Service Strategy
Service Design
Service Transition
Service Operation
Continual Service Improvement
Solutions
Policies Resource Constraints
Business Requirements
ArchitecturesStandards
Transition PlansTesting
Operational PlansOperational services
ITIL v3
Service
Services are a means of delivering value to customers by facilitating outcomes customers want to achieve, without the ownership of specific costs and risks.
ITILv3 Road show
Marquette IT Governance
We have a PMO that is based on PMBOK and we have our own Project Methodology
We also have begun to implement ITIL
Marquette Process
Incident– How incidents and requests are handled
Change– How changes to the production system are
handledConfig
– Components of the IT infrastructure – Data Center – Working on getting all university owned PCs in
the CMDB
Incident Management
The goal of Incident Management is to restore normal service operation as quickly as possible and minimize the adverse effect on business operations, thus ensuring that the best possible levels of service quality and availability are maintained.
Configuration Management
Configuration Management is a process that tracks all of the individual Configuration Items (CI) in a system.
A Configuration Item (CI) is an IT asset or a combination of IT assets that may depend and have relationships with other IT processes
Change Management
The goal of Change Management is to ensure that standardized methods and procedures are used for efficient handling of all changes, in order to minimize the impact of change-related incidents and to improve day-to-day operations.
What is a Change?
A service may become unavailable or degraded during service hours,
The functionality of a service to become different, or
The CMDB to require an update.
High-Level Change Process
Register the change
Complete R&I Work Orders
Develop Change Plan
Review Change Plan
Get Approval(s)
Assign Imp Work Orders
Change Coordinator Change Manager
Types of Change Templates
Application Mod– Develop mod, Test, Back-out, UAT, Move to
Prod, Verify, Update CMDBMAC (Move Add Change)
– Risk assessment, Service Provide, UAT, Move to Prod, Verify, Update CMDB
Emergency– Update capacity, Inform Service Provider, Update
CMDB
Change Metrics
Communications
In addition to the UATForward Schedule of Changes
What did we get?
More stable infrastructureMore proactive less reactiveBetter alignment with University needsBetter communication
– Internal IT– University units
Better support Finance audit
Lessons Learned
More of a culture change than technology change – Mostly IT, but functional users also
Objections– It will slow us down– More “paperwork”– Management doesn’t trust us
People may leave the organization
Lessons Learned
Adopt a best practice framework (ITIL)Attend local itSMF chapter and learn from
othersStart with an obtainable scopeMinimize the bureaucracyProcess first then tool, but with an eye
towards the tool
Questions?
References
http://www.itsmfusa.org
http://www.gartner.com/
http://www.isaca.org
Top Related