Digitized Customer Change Management Charter

This presentation discusses the best practices of change management, project objectives, benefits, cost-benefit analysis, approach, project viability, deliverables, constraints, measures of success, and assumptions in a digitized customer change management charter. The project aims to minimize disruption of running IT services while taking charge of the change life cycle, record, evaluate and ensure all changes are authorized, monitor, supervise and document all authorized changes consistently, record all configuration item changes, and effectively manage risk associated with the implementation to the business. The presentation also includes references for further reading.

DIGITIZED CUSTOMER CHANGE
MANAGEMENT CHARTER
Project Sponsors
Project definition Implementing Change Management
processes for online managed
customers
Project Scope Global (125 Commercial
managed units )
Organizational Scope Global(in Northern ******ope,
Central ******ope, Southern
******ope, Asia Pacific Middle
East & Africa and Americas

DEFINITION:
Change management within an organization aims
tohelp stakeholders accept and embrace changes
in their workplaces.
Best practices Change
management
Must have a vision
Has to engage the organization’s
management
Must have a change management
plan
Needs to engage stakeholders
Communicate is required at all levels
Needs to create infrastructure to
support adoption
Must be able to measure progress
Change is driven by a vision which must be:
Imaginable
Desirable
Feasible
Focused
Flexible
Communicable

PROJECT OBJECTIVES

To minimize disruption of running IT services
while taking charge of the change life cycle.
To record, evaluate and ensure all changes are
authorized.
Monitor, supervise and document all
authorized changes consistently.
To record all configuration item changes.
Effectively manage risk associated to the
implementation to the business.

PROJECT BENEFITS
 Protecting business services of the enterprise
while making required changes.
 Responding to changing business needs of the
organization.
 Meet various governance, legal, and regulatory
compliance requirements.
 Reduction of failed and conflicting changes,
thereby reducing incidents, defects, and
re-work.
 Tracking of changes, and providing fuller
awareness of changes to all stakeholders.

COST BENEFIT ANALYSIS
 A cost-benefit analysis is a process used by businesses to
analyze decisions. The analyst sums the benefits of a
situation and then subtracts the costs related to that
action.Cost Benefit Analysis Totals
Managers
950
daily 23750
2,968,7
50
Benefit
Initial development
20000
0
Project management
13000
0
330,00

APPROACH
A project team will be formed to develop the Agile Project delivery.
 The team will utilize ITIL best practices as a foundation for their
work, and will be provided an overview of the Service Transition
lifecycle stage, and how it interacts with other lifecycle stages.
 The project will be managed within ServiceNow’s Project Portfolio
Management
(PPM) module.
 The time commitment from the project team includes approx. 1
hour per week for a formal project meeting, where the team will
provide updates and plan future
tasks/deliverables.
 Some team members may be assigned tasks to be completed
between weekly project meetings; these tasks may be individual or
small group.

PROJECT VIABILITY
Digitized end to end process
to:Drive a 10% reduction in
operational expenditure
Decrease end to end time by 5
days
Increase the quality of customer
changes
Increase NPS by 2% (currently 8%)
Increase productivity with a

DELIVERABLES
 Definition of change processes, and examples of
changes that apply to each change type.
 A defined process for all changes.
 Agile platform to be used to record, authorize, and
manage changes.
 Define the expectations of a Change Advisory Board. It
is expected that the CAB will meet weekly with the task
of reviewing, organizing, advising, and postchange
reviewing all changes. It is also expected that the CAB
will:
Review past changes for effectiveness, and
improvement.
Review future changes to ensure collisions with other
changes are
mitigated; and minimize the effect to users

 Develop a RACI Matrix to define the expectations of all participants of the
Change Management process, including a Change Manager, and person
performing change.
 Develop checklists for change types and define what items are required to
be included in the Change record, such as: need for change, testing plan,
implementation plan, change plan, communication plan,
backout/remediation plan, and risk assessment.
 Define CSF as well as KPI to gauge the success of the Change process.
 Reduction of Major Incidents
 Currently approx. 50% of all Major Incidents are caused by a change.
Set the goal to reduce this to 20%.
 Ensure all Changes are documented, and follow the defined process
DELIVERABLES CONT’D

DELIVERABLES CONT’D
 The expectation that all Standard/Routine Changes have
documented work
procedures, that once approved are considered pre-
authorized.
 Process training to all staff involved in the Change
Management process.
 An awareness of next-steps once Change Management
process goes live.
 Define Maintenance Windows in which to conduct changes.
 Define Blackout windows when no Changes are to be
conducted (e.g., beginning of semester, etc). Determine if
blackout windows include standard changes.

CONSTRAINTS
• Staff resources availabilility, creates a
medium to high impact.
• Lack of ITIL knowledge within the project
team has a medium impact.
• Budget has a medium impact.

PROJECT RISKS
 Little availability of resources caused by project
and operational work load has a medium
likelihood of risk with a medium impact.
 Limited technical knowledge on the Agile project
delivery module has little to medium likelihood
with a medium impact.
Perception that the change management process
is too bureaucratic has a low to medium likelihood
with medium impact.

MEASURES OF SUCCESS
• Decrease of Major Incidents caused by
changes.
• Low volume of changes bypassing the
change management process.
• Low amount of service disruptions caused
by changes

ASSUMPTIONS
• Active and vocal support for the project
from Senior Management.
• Required technical expertise and resources
will be provided by the sponsors or their
designees.
• Allocation of enough time for systems
development and implementation.

PROJECT SCOPE
PHASE EXPECTED START
DATE EXPECTED END DATE
Complete project charter ENTER DATES ENTER DATES
Project team formed
Project team begins work ENTER DATES
First set of changes in a test
phase
Project team review test
phase changes and modify
process accordingly
test changes continue
through existing process
Modify the service to
accommodate process
Train staff on process

REFERENCES
• Al-Marzougi, J. (2013). Change Management: Process
Classification Framework and Best Practices. SSRN
Electronic Journal. doi: 10.2139/ssrn.2328978
• Ryerson University. (2011). Change management
Leadership guide.
• Wright State University Computing and
Telecommunications Services (CaTS). ITSM - Change
Management Project Charter.

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YOU