css enhancement management process

Customer Services System’s (CSS)

Enhancement Management Process

December 2006

Customer Service Systems (CSS)Enhancement Management Process

Document Version Control

This section provides control for the development and distribution of revisions to the Enhancement Management Process document. The Version Table below includes the revision number, the date of update/issue, the author responsible for the changes, and a brief description of the context and/or scope of the changes.

Document Version Table

Revision Date of Issue

Author(s) Brief Description of Change

1.0 (draft) 10/18/06 Debbie Crawford Draft version for Change Control Board Review.2.0 11/22/06 Debbie Crawford Incorporate changes from board meeting and

also to reflect the name revision from Change Management to Enhancement Management.

document.doc DRAFT

Customer Service SystemEnhancement Management Process

Executive Summary

Change affects every business process, organizational structure, policy, and information management system the Department of Technology Services (DTS) uses to accomplish day-to-day business activities. Change Management is a process to govern the changes the DTS uses to improve processes, procedures, reduce costs, or enhance customer service.

This document describes the process to enhance/change the automation tools and business processes of the service request system within the Customer Delivery Division of the DTS.

Central to this enhancement process is the Enhancement Control Board (ECB) whose objective includes the efficient and timely identification, analysis, and delivery of changes/enhancements for the service request system. When fully implemented, the ECB is a joint business-technical collaboration wherein a balance between the business needs of the service request system and the technological resources which support the advancements of a business environment is established and managed.

ECB procedural documents such as this Enhancement Management Process provide a standard for managing and implementing changes/enhancements within the service request system.

Customer Service Systems (CSS)Enhancement Management Process

Table of Contents

GLOSSARY...............................................................................................................................................................1

INTRODUCTION.....................................................................................................................................................3

SCOPE......................................................................................................................................................................3OBJECTIVES.............................................................................................................................................................3USE OF THIS PROCESS.............................................................................................................................................4

CHANGE MANAGEMENT PROCESS.................................................................................................................5

OVERVIEW...............................................................................................................................................................5INPUT PROCESS.......................................................................................................................................................5CHANGE CONTROL BOARD PROCESS......................................................................................................................8IMPLEMENTING AND CLOSING PROCESS.................................................................................................................9OUTPUTS FROM THE PROCESS...............................................................................................................................11

ROLES AND RESPONSIBILITIES.....................................................................................................................12

BUSINESS GROUP..................................................................................................................................................12TECHNICAL GROUP...............................................................................................................................................14Change Control Board..........................................................................................................................................16

List of Figures

Figure 1. Change Management Process......................................................................................................................5Figure 2. Change Control Board Organizational Structure.......................................................................................16

List of Tables

TABLE 1 - CHANGE REQUEST PRIORITY DEFINITIONS...........................................................................7TABLE 2 - BUSINESS USER ROLES & RESPONSIBILITIES.......................................................................12TABLE 3 - BUSINESS ANALYST ROLES & RESPONSIBILITIES..............................................................13TABLE 4 - BUSINESS SUPERVISOR ROLES & RESPONSIBILITIES........................................................13TABLE 5 - BUSINESS MANAGER ROLES & RESPONSIBILITIES............................................................13TABLE 6 - LEAD ANALYST ROLES & RESPONSIBILITIES.......................................................................14TABLE 7 - TECHNICAL PROGRAMMER/ANALYST ROLES & RESPONSIBILITIES..........................14TABLE 8 - TECHNICAL SUPERVISOR/MANAGER ROLES & RESPONSIBILITIES.............................14TABLE 9 - CUSTOMER SERVICE SYSTEM UNIT ROLES & RESPONSIBILITIES...............................14TABLE 10 - CHANGE CONTROL BOARD CHAIR ROLES & RESPONSIBILITIES...............................16TABLE 11 - CHANGE CONTROL BOARD MEMBER ROLES & RESPONSIBILITIES..........................17TABLE 12 - CHANGE CONTROL BOARD ADMINISTRATOR ROLES & RESPONSIBILITIES..........17Table 13 - Change Control Board Scribe Roles & Responsibilities.........................................................................17

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Glossary

The following definitions are used in this process.

Administrator A DTS employee, customer, or contractor responsible for the day-to-day operation of a software tool or process.

Sponsor A Manager or Executive who endorses and champions a request for change/enhancement received from an external/internal Source.

Business User A DTS employee, customer, or contractor responsible for accomplishing a business objective using a software tool, a process, or a combination thereof.

ECB Enhancement Control Board – A governing organization for enhancement management for the Customer Service System within the Department of Technology Services.

ECB Chair Enhancement Control Board Chair – A senior position within the ECB that is responsible for the effectiveness and operational capabilities of the ECB.

CR Change Request – The formal document used by this process to announce and record changes.

CSS Customer Service System – A DTS web based application used to collect and document information pertaining to a Change Request.

DTS Department of Technology Services.

ER Enhancement Request – The formal document used to request a change/enhancement to the CSS.

External Source Any DTS organization, customer, or project, other than those already governed by this Change Management Process, making a suggestion or request for enhancements to the service request system or process.

Executive A DTS employee with executive responsibilities.

Impact Analysis A written analysis of the impact a proposed enhancement may have to existing system and process. All affected technical staff and business users complete the Impact Analysis. Managers that can commit implementation resources review/approve the Impact Analysis.

Manager A DTS employee with managerial responsibilities.

Originator A DTS employee, contractor, customer, or project using this process to identify and initiate an Enhancement Request.

Procedure A documented, singular, one-time, or straight through course-of-action used to accomplish all or part of a business objective.

PM Project Manager

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Process A documented and repeatable method or technique used to accomplish all or part of a business objective.

Request Owner A DTS employee or contractor who is tasked with maintenance of a submitted request for enhancement from initiation through closure.

Risk A future event that may adversely affect an existing business objective, business process, and/or automation system. RISK FORMAT: “As a result of <cause>, <uncertain event or risk> may occur, which will lead to <effect>.”

Root Cause The researched and validated origin of a problem.

Scribe A DTS employee, customer, or contractor charged with recording and disseminating the actions of the Enhancement Control Board.

Submitted ER A ER ready for review by the ECB.

System Any combination of people, processes, and automation tools combined to facilitate, control, and/or regulate business.

Technical A DTS employee with hardware, software, operational, and/or maintenance responsibilities for an automated system.


Introduction

Scope

This Enhancement Management Process applies to the service request system within the Department of Technology Services (DTS), its procedures, and supporting information systems.

This process governs the initiation, analysis, prioritization, and approval of changes/enhancements pertaining to service request system including automation tools and related business processes. All business users and technical personnel are expected to initiate and achieve change/enhancements in accordance with this process:

Staff performing main-line business activities, Technical support staff maintaining and operating automated systems, or External business users located at or away from the DTS.

This Enhancement Management Process should be considered a target-operating environment where the current use of DTS automated tools and processes are subject to change.

Objectives

The Enhancement Management Process provides a standardized method to receive and process system enhancements, minimize the impact to staff and the cost to analyze alternatives, and reduce the time required to bring approved enhancements to fruition. An Enhancement Management Process provides various functions in the management of requesting an enhancement or service related to a system or tool and shall:

Provide a methodology for identifying, defining, and controlling all relevant enhancements to a system,

Ensure appropriate controls are in place for proposing system enhancements such as, documentation, testing, and implementing procedures for each enhancement requested,

Act as a communication mechanism for coordinating, monitoring, and scheduling all proposed system enhancements,

Establish enforceable standards and effective methods for reviewing and approving enhancement requests,

Protect organizations from unauthorized enhancements potentially disruptive or have unacceptable risks, and

Ensure enhancement requests are not duplicative.

The Enhancement Management Process shall:

Provide a mechanism for accepting requested enhancements to improve the service request system while rejecting those that degrade them,

Facilitate enhancements to work products during development while avoiding unnecessary overhead or formality,

Provide revision control and backup safety during their development, Allow for the formal approval (acceptance) of enhancements after the enhancement has

been completed,


Facilitate efficient enhancements after their acceptance, recognizing the impact of an enhancement can be dramatically different after the enhancement has been accepted,

Allow all parties materially affected by proposed enhancements to assess the resources, schedules, and/or product impacts of the enhancements,

Allow enhancements to be proposed, evaluated, scheduled, and quality impacts assessed,

Allow enhancements to be approved, deferred, or rejected in a controlled manner, Provide notification to interested parties of CCB decisions, enhancements, and

assessed impacts, and Provide an audit trail of requested enhancements.

This process is not intended to be used for minor fixes or bugs. In addition, this is a process used as an interim to the existing CSS. Once a new Service Request system is identified and implemented the process will be revisited.

Use of this ProcessThis process must be used as a reference for managing and tracking all enhancements. This process is subject to executive approval and change by the ECB.


Enhancement Management Process

OverviewThe Enhancement Management Process provides for the receipt, analysis, and implementation of changes/enhancements to systems, which include all CSS programs, panels, and reports. This process provides a controlled method for the initiation, analysis, and implementation of enhancements due to system anomalies and improvements to process, procedures, and technology.

Figure 1. Enhancement Management Process

The Enhancement Management Process flow uses bold-circled letters below to match each activity to the narrative on the following pages to describe the relationship to the staff performing work.

The three distinct processes explained below include:

1) Input Process2) CCB Process, and 3) Implementing and Closing Process

Input Process


A

INPUT PROCESS

B

C

D

Originator identifies new idea for enhancement to system.

Originator reviews idea with Supervisor or Manager.

Upon Supervisor /Manager Approval, Business User completes

Enhancement Request form and submits to Supervisor/Manager for

final approval.

Enhancement Request (ER) document is reviewed and routed through by

Supervisor or Manager.

E Enhancement Request (ER) reviewed by

Administrator to validate value criteria

ECB MeetingBusiness Mgr-

Technical Mgr, CR Representative

F

Does not require ECB review

Requires ECB review

ECBPROCESS

Administrator Updates Enhancement Request form

of decision, tracks status and notifies Submitter.

G

Disapproved

Impact AnalysisApproved to Implement

H

I J K

Implementation

L

Enhancement Management Manager reports progress to Administrator

IMPLEMENTING AND CLOSING PROCESS

After enhancement is tested and ready to go to production, technical staff complete a Change Request form in Remedy so the roll out of the enhancement can be monitored.

Before entering the Enhancement Request into the management tool (enhancement request form) a number of activities must occur to ensure accurate and detailed information is captured.

These activities are identified as letters through in Figure 1, and are described in the order in which they occur.

Each enhancement shall be identified, described, and documented in writing by the person who identified the idea or suggestion. An enhancement can be the result of any one of the following:

1. PROCESS CHANGES are enhancements to a workflow or practice conducted within (or has impacts to) the customer service system. A process change may include an interaction with an automation tool or may simply be a different way to perform business.

2. PROGRAMMATIC CHANGES are necessary enhancements to support primary business functions or important program temporary fixes to current automation tools or business processes. These well-planned enhancements typically combine an automated tool change with staff and/or process change.

3. TACTICAL AND/OR STRATEGIC PROGRAMMATIC CHANGES provide necessary improvement to business and/or technical functionality including planned upgrades to software and longer term or more complex operational changes.

4. EMERGENCY, SHOW STOPPER CHANGES occur when a critical business function is inoperative or unavailable and must be restored immediately. This may include a problem with an automation tool or a manual process needed to attain an urgent business objective. A DTS manager may identify an emergency process.

ORIGINATOR IDENTIFIES NEW IDEA Once an enhancement is identified, the concept or essence of the idea must be documented with a common presentation for any discussion. Sufficient description is necessary to convey the idea and its benefits to others within the originator’s organization. The originator should share the written idea with others and collect additional information to enhance or clarify the idea with the unit. Having detailed documentation of the enhancement will reduce speculation and questions later in the process.

A request for enhancement may originate from a non-service request system source. Enhancements originating from outside the customer service system’s group must be developed by the person or organization in the DTS having an interest in the enhancement. On occasion the enhancement may be directed, routed and adopted by the DTS Customer Delivery Division. The person or organization adopting the enhancement becomes the Originator of the enhancement and are subject to this Enhancement Management Process.

All external requests must have a DTS sponsor, who is subject to the provisions of this Enhancement Management Process. The sponsor is then the originator and must fulfill the originator reviews, checks, and coordination described in the Input Process.

When the sponsor/originator initiates the ER, the process remains unchanged. The sponsor, for externally generated ERs, shall be the ECB’s single point of contact to the external originator. The sponsor shall be responsible for obtaining and documenting additional information or


analysis needed by the ECB to make decisions. The sponsor shall provide ER status or information to the external organization. Nothing in this paragraph shall be interpreted to reduce or preclude normal planning, coordination, or communications within or external to the DTS.

ORIGINATOR DISCUSSES IDEA WITH SUPERVIOR/MANAGER An idea must be discussed with the originator’s supervisor and/or manager to verify the idea has a valid business objective or a similar idea has not already been entered into CSS. It may be necessary for this discussion to extend to the first line or branch level manager to attain agreement and understanding.

SUPERVISOR/MANAGER OK, ENTER IDEA INTO CSS When the manager approves submittal of the idea to the ECB, a valid ER is entered as an Enhancement Request Form within the CSS for tracking and measurement (attach copy of the Enhancement Request Form).1 The supervisor and/or manager must justify a:

Enhancement Request Priority (Table 1),

A “Needed by Date" and,

Include "CSSECB" in the first keyword field on the CSS Service Request.

Throughout the Enhancement Management Process, the supervisor or manager will remain the PRIMARY or functional request owner and will be engaged as the request expert. The request owner is expected to assist with analysis and implementation, should the request receive ECB consent and approval.

Table 1 - Enhancement Request Priority Definitions

Priority DescriptionLow Low Priority requests improve or enhance operations or may be implemented

at a later time.Medium Requests are needs that are more vital to the day-to-day operations or to the

improvement of operations than other requests.Show

StopperThese requests include a business or technical need that must be fulfilled immediately and will likely result in preempting work being conducted by staff. A Manager handles this priority. The ER is hand carried to the ECB Chair for immediate resolution and shall receive the immediate attention of DTS staff. When “Approved for Implementation” this request shall preempt current staff work and shall be worked-on continuously until “Complete”.

ENHANCEMENT REQUEST REVIEWED AND SUBMITTED BY CSS COORDINATOR The new enhancement request must be reviewed and approved by the originator’s manager. This manager certifies the need for the ER and attest to the quality of the ER. This includes ER descriptions, requirements, priority, and urgency. When authorization is achieved and documented on the ER, the ER is processed to the Administrator of the CSS.

At this point, the ER is ready for review by the Administrator and subcommittee to perform initial evaluation of the request..

1 For detailed instructions on CSS usage see: http://intranet.cahwnet.gov/cssguide/default.htm


http://intranet.cahwnet.gov/cssguide/default.htm

Except for extremely urgent ERs, requests to be acted upon by the ECB will be held as until the next Enhancement Control Board meeting (depending upon the Enhancement Control Board’s assessment of the necessity to convene and the number of ERs waiting for ECB review). The Enhancement Control Administrator will process requests two business days prior to a Change Control Board meeting. This is necessary so board members and managers representing the ERs can be prepared for the meeting. If it is determined that the ER is approved and does not require ECB review a Remedy ticket will be processed to request the enhancement.

A standing ECB agenda will be distributed by the Board Administrator including:

Review ERs designated as Show Stoppers, Review and Determine “Impact Analysis Completed” ERs, Review and Determine “New” ERs, Review “Approved for Implementation” ERs, Review “Closed” ERs, Statistics for Enhancement Control: number of requests in each status, Enhancement Management Process updates, Review timeframes and implementation plans. Action Items, and Next Meeting.

Enhancement Control Board Process

When the ECB convenes, each new request is reviewed in priority order. Managers, or their designees, present the ER and answer questions. ECB members will discuss and debate the new request. Some discussions may be lengthy while others may be brief. ECB members shall:

Apply their experience to anticipate implementation effort, Ensure the ER is complete, accurate, and understandable, Determine the impact to business and technical operations, Validate the magnitude of the request, Reach a recommendation regarding the disposition of the request, and Assist the ECB Chair to determine a disposition for each submitted ER.

The ECB may deem a new request be forwarded to an external entity for analysis and review. No further ECB action is required, unless external analysis and review identifies a new source of the enhancement. In this case a new Enhancement Request must be submitted following the Enhancement Management Process.

The ECB Chair determines a ER’s status code for each “New” request. The ECB assignable status codes are:

Disapproved, Approved for Impact Analysis, or


Approved to Implement.

Each of the above status codes are defined in the following Implementing and Closing Process.

Implementing and Closing Process

The administrator updates the enhancement management tool, notifies the originator(s) and has the appropriate staff execute those decisions agreed to by the ECB.

- Disapproved

The ECB Chair may “Disapprove” a ER for any reason. The originator and/or originator’s manager will be notified by the Administrator of the ER upon its return from the ECB.

The most common “Disapprove” reasons ERs are returned are for additional information or are of too low priority and not considered for implementation. Most disapproval's will be related to too little benefit for cost, the need for an in-depth study (such as a Feasibility Study Report), another ER that supersedes, or the combining of multiple of ERs into a single request.

- Approved for Impact Analysis

In most cases, a complex ER will be assigned to business and/or technical analysts to determine an expanded and accurate estimate of the benefits and/or costs of the requested enhancement.

The “Approved for Impact Analysis” status provides an opportunity for input to the ER before the ECB acts and decides whether to approve the request.2 Estimates will become the basis for planning, developing dependencies, and costing the implementation should the ECB approve its implementation. The ECB shall use the “Approved for Impact Analysis” status type with discretion because the cost associated with making these estimates can be high.

“Approved for Impact Analysis” ERs shall be returned to the originator’s manager for analysis. This manager is responsible for the Impact Analysis completeness and accuracy. At a minimum and where appropriate, the Impact Analysis shall include evaluations from a Business Analyst, a Business Supervisor, a Business Manager, a Technical Programmer/Analyst, and a Technical Supervisor/Manager.

The originator’s manager (or designee) is responsible for coordinating the “Impact Analysis” throughout the DTS. Delays should be escalated within the organization to ensure that the ER Impact Analysis is given top priority.

Depending upon the size and complexity of the ER, the manager (or designee) may:

2 A true and binding estimate of the work involved and benefits expected is the standard.


Conduct a meeting to announce and describe the ER to technical and business personnel,

Open an informal communication channel through which information and discussion about the ER can pass,

Develop and Document the Impact Analysis, Ensure completion and delivery dates are clear, Set standards for the amount of detail appropriate for the Impact Analysis, Review and integrate business and technical analysis, Reinforce the binding nature of an analyst’s time and cost estimates, and Resolve disparities between schedules, effort estimates, measurement techniques,

methodologies, and expectations.

The Impact Analysis is complete when the business manager achieves consensus with their respective working group. Senior staff and managers will validate the results for accuracy and commitment. Validation of the Impact Analysis results shall be documented on the ER. Senior level personnel must conduct this validation3 to ensure the ER can be implemented according to the commitments made during the Impact Analysis. This validation may result in changes to the ER. The originator’s manager is responsible for obtaining validation of the Impact Analysis.

Upon completion of the validation, the manager may end the Impact Analysis effort, sign the Impact Analysis indicating its completion, and change the ER’s status to “Analysis Complete”. The Enhancement Control Administrator shall document this status change instruction on the ER and notify interested staff and managers of the change. The Enhancement Control Administrator may assist the manager with reports on Impact Analysis completion and cost estimates, but shall not become engaged in pushing the ER through the analysis effort. Impact Analysis completion shall remain the responsibility of the submitting manager. At this time, the ER shall be brought back to the ECB for a second review.

- Approved to Implement

When an ER is ready for Implementation, the ECB authorizes the status to be “Approved for Implementation”. This may be done for a well-justified new ER or for an ER returning with a status of “Impact Analysis Complete”. In order for an “Approved for Implementation” status approval, the following conditions must apply:

Desirable benefit will be derived from the request, Work can be reasonably placed within work priorities, Effort for planning and oversight is included in the estimates, Budget is available for the estimated costs, Completion and acceptance criteria are clearly identified, Schedules support timely completion of the work, and Controls are in place to monitor the implementation.

- Implementation

The role of ECB and the enhancement management process during Implementation is passive as the focus is now on Design, Coding, Testing, Installation and/or Training. After approval for

3 In this case, senior level personnel are those managers and/or executives who assign work to DTS resources and are responsible to the DTS for the completion and quality of work activities.


Implementation, a Remedy ticket is opened and the work shifts to an appointed Project Manager (PM) and is reportable by the project through the manager’s regular reporting channels.

The PM and Enhancement Control Administrator must periodically update the ER as actual statistics are compared to estimates and as implementation work is completed.

- Each PM updates the Enhancement Control Administrator who shall document decisions, additional tasks, and status changes related to each ER. The administrator shall update the ER with this information, notify managers of the prescribed action, and update enhancement control reports. Once the ERs have been approved for implementation and a Service Request is completed, the information will be available on-line, through CSS, for authorized user review.

Upon completion of the Implementation in the test mode and acceptance of the change by the originator, the PM shall complete a Change Request within Remedy prior to rolling out to production. Once the test is completed and accepted, the Enhancement Control Administrator shall notify associated staff and managers that ER is ready to roll out into production..

“Completed” and “Disapproved” ERs shall be archived by the Enhancement Control Administrator so analysis, estimates, and historical information remain accessible to the ECB.

Outputs from the Process

Six outputs result from the Enhancement Management Process:

Impact and/or Cost Analysis documentation used to initiate a project (or similar activity) for an “Approved for Implementation” ER,

Notifications of ECB decisions provided to originators and managers Summary of ECB decisions and ER statuses, Records of communications with external sources, Notes and analysis for Disapproved ERs, and ER Procedural/informational documents as submitted to the ECB.

All outputs shall be documented and maintained by the Enhancement Control Administrator.

All ECB “Approved for Implementation” documentation used to initiate an enhancement must include any analysis performed by the originator’s manager and the determination of the ECB to implement the change. This documentation provides the change planning details for the appointed PM including staffing commitments and project schedules. The PM should use these documents as planning justification. The PM should validate the Impact and/or Cost Analysis assumptions, but need not repeat the analysis.

“Disapproved” ERs provide a written description of an enhancement that may be useful in a later context. This includes opportunities to combine enhancement requests into a single request or a means to save requests that are lower priority or before-their-time.


Roles and Responsibilities

This section describes the roles and responsibilities for staff and managers using the Enhancement Management Process. This section describes roles and responsibilities so:

Terms can be defined and used within the context of the Enhancement Management Process,

Staff can identify themselves and other members of the DTS within the context of the Enhancement Management Process, and

Staff or managers understand the responsibilities of others in the process.

Roles and responsibilities are divided into three groups based on the relationship of the work to the organizational structure of the DTS:

The BUSINESS GROUP includes those staff and managers responsible for business processes and fulfillment of specific business operations,

The TECHNICAL GROUP includes those staff and managers responsible for implementation and maintenance of the computing tools that support the business users, and

The ENHANCEMENT CONTROL BOARD GROUP includes an operative combination of business and technical users united in the integration of business needs, processes and tools.

Each description in this section is representative of organizational interaction with the Enhancement Management Process. An important distinction in these descriptions is anyone can initiate a change (and be the “Originator”), which forms the input to the Enhancement Management Process.

Business Group

Table 2 - Business User Roles & Responsibilities

Business User Activity DescriptionWho Staff who use the business applications, panels, and reports of

automation tools (such as Service Requests, CSS) in day-to-day business. These may be Customer Representatives and Procurement staff, customers of DTS, staff from other State departments or agencies, or staff working on a DTS project.

Role in Enhancement Control

Conceive and initiate enhancements to improve business processes or tools.

Responsibilities in Enhancement Control

Originate Process and automation tool improvement requests through identification of a business problem, need, or opportunity. Submit an enhancement request into the Enhancement Management Process. Share ideas with supervisor, manager and/or business analyst.


Table 3 - Business Analyst Roles & Responsibilities

Business Analyst Activity DescriptionWho Staff who analyze a broad collection of related business processes and

maintain the interactions between the business needs, business processes, and automation tools. Business analysts are most often engaged in problem identification and resolution but can also analyze alternatives related to business improvement or redirection.


Review and assess enhancements to improve business processes and automation tools, assist with prioritization of requests, and review and approve completed enhancement.


Originate enhancement requests, analyze and document the impact and benefits of proposed changes, determine appropriate implementation of business changes, assist with the business integration of processes and tools, work with Technical Programmer/Analyst.

Table 4 - Business Supervisor Roles & Responsibilities

Business Supervisor Activity DescriptionWho A DTS supervisor responsible for Business Users and Business Analysts.

Most often the supervisor provides the day-to-day expertise needed to complete the business objectives of the DTS.


Conceive an idea, initiate a ER, and confirm proposed improvements to business process or tools. Champion enhancements and ERs.


Originate process and automation tool Enhancement Requests when needed to improve business processes or tools. Confirm and initiate enhancement requests submitted by Business Users and Business Analysts.

Table 5 - Business Manager Roles & Responsibilities

Business Manager Activity DescriptionWho A DTS Manager responsible for accomplishing multiple business functions

through effective management of specialized staff skills, business processes, and automation tools.


Initiate, review and/or approve enhancements to improve business processes or automation tools. Participate as a member of the Enhancement Control Board. Validate the Impact Analysis for accuracy and completeness.


Originate Process and automation tool Enhancement Requests, confirm ERs for completeness, priority, cost, and benefit, approve a ER for review by the Enhancement Control Board, assign resources to analyze and/or implement a ER. Validate the completeness of ERs and their implementation.


Table 6 - Lead Analyst Roles & Responsibilities

Lead Analyst Activity DescriptionWho A DTS staff or staff supervisor with business and technical organizational

experience and an understanding of analysis methods.Role in Enhancement

ControlCoordinate, complete, and validate the Impact Analysis for accuracy and completeness. Identify analysts who should participate in the Impact Analysis.


Responsible to the Business or Technical Manager for completion, coordination, and quality of an Impact Analysis. Validate the completeness of ERs and their implementation.

Technical Group

Table 7 - Technical Programmer/Analyst Roles & Responsibilities

Technical Programmer/Analyst

Activity Description

Who Staff with expertise in the use of specific automation tool capabilities and implementation characteristics (such as CSS) and often also skilled in specific aspects of the DTS business needs.


Conceive and initiate Enhancement Requests, participate in the analysis of ERs affecting their area of expertise, and implement approved ERs.


Originate ERs for automation tool related changes such as software or system upgrades. Identify for the Business User possible automation-related process improvements. Provide system and programming analysis regarding Enhancement Requests subject to Impact Analysis. Technical staff makes the requested changes into the CSS test system. Once the changes are tested and approved by CSS Staff then a Change Request within the Remedy system is prepared prior to the enhancement being uploaded into production.

Table 8 - Technical Supervisor/Manager Roles & Responsibilities

Technical Supervisor/Manager


Who Information Technology Supervisors and Managers skilled in the methodology of software development and responsible for the operational capabilities and readiness of automation tools that support Business Users.


Initiate automation tool enhancement requests, confirm and analyze enhancement requests affecting an automation tool within their area of responsibility, plan and supervise the implementation of approved automation tool ERs, and participate as an advisor to or as a member of the Enhancement Control Board.


Originate Enhancement Requests for automation tools and related product upgrades or enhancements. Provide analysis supporting decisions regarding the impact from proposed changes. Discuss and substantiate enhancements with the Enhancement Control Board. Plan and implement changes to automation tools according to the DTS software development methodology and within the constraints of the approved ER. Ensure that a Change Request within Remedy System has been completed prior to rolling out an approved and tested enhancement into production.


Table 9 – CSS Unit

Technical Supervisor/Manager


Who CSS Unit staff assigned and responsible for loading and routing SRs. Role in Enhancement

ControlInitiate, review and/or approve changes to improve SR processes or automation tools. Review and participate in the Impact Analysis process.


Originate Enhancement Requests for automation tools and related product upgrades or enhancements. Provide analysis supporting decisions regarding the impact from proposed changes. Discuss and substantiate changes with the Enhancement Control Board. Submit Remedy Tickets for approved enhancement requests. Test changes made by technical staff to ensure in proper working order, provide feedback to technical staff and provide approval to completed change request in order to load into production.


Enhancement Control Board

The Enhancement Control Board (ECB) is at the center of the Enhancement Management Process. The objective of the ECB is a timely and efficient administration of change.

The ECB shall maintain the list of automated systems and business processes that are governed by this Enhancement Management Process. As an organization, the ECB shall not initiate ER's. However, a ECB member, acting as a manager and leader within the DTS may initiate a ER in accordance with the provisions of this process.

The ECB shall be organized as shown in Figure 2.

Figure 2. Enhancement Control Board Organizational Structure

Table 10 - Enhancement Control Board Chair Roles & Responsibilities

Enhancement Control Board Chair


Who A DTS senior manager or executive with decision-making discretion and generally responsible for the business needs of the DTS. Must also possess strong familiarity with the Enhancement Management Process. This position may be a shared co-leadership role jointly adjudicated by business and technical executives.


Organize and operate the Enhancement Control Board.


Responsible for the operation of the Enhancement Control Board including the involvement of business and technical staff and managers, the quality and content of submitted ERs, and the process-driven decisions needed to make the ECB operate efficiently.


Table 11 - Enhancement Control Board Member Roles & Responsibilities

Enhancement Control Board Member


Who A DTS manager appointed to the Enhancement Control Board with an in-depth understanding of DTS business objectives, technologies, and able to direct or redirect resources as needed. Minimally, board representation should include first and second level managers, but may vary as the needs of the ECB change.


Represent ERs submitted to the ECB, participate in change decisions, and align resources to fulfill change request priorities.


Responsible for preparing and presenting ERs within their specific areas to the ECB and leading (or participating) in the ECB discussion of ERs. Responsible for determining the accuracy and completeness of a ER’s Impact Analysis, the availability and commitment of resources to implement a ER, and the best ways to support ECB Chair decisions.

Table 12 - Enhancement Control Board Administrator Roles & Responsibilities

Enhancement Control Board Administrator


Who A DTS staff or manager with skills in the use of the problem and change reporting system, procedures and tools.


To administer change control and facilitate the ECB meetings.


Responsible for establishing the ECB meeting schedule and conducting the enhancement control agenda, managing the enhancement control database, announcing date cutoffs for inputs to the database, conducting queries of the database, preparing enhancement reports and lists, recording ECB decisions, and coordinating enhancement control participants.

Table 13 - Change Control Board Scribe Roles & Responsibilities

Enhancement Control Board Scribe


Who A DTS staff skilled in meeting facilitation and the development of documentation, archives, CSS Enhancement Requests, and elementary library referencing systems


To assist the Enhancement Control Administrator maintain enhancement control documentation, record decisions and discussion of the ECB, and publish documentation in support of the Enhancement Management Process and the ECB.


Responsible for scheduling the ECB meetings, schedules, and agendas, collecting and publishing enhancement requests and enhancement logs, updating the enhancement control database, documenting ECB decisions, and publishing general control status information.


css enhancement management process

Documents

enhancement process

input process

closing process

change management

enhancement control

information management

service request system

enhancement request