save a tree: use an eform automating it change request management processes (concurrency it...
TRANSCRIPT
Save a Tree: Use an eFormAutomating IT Change Request Management
Processes
(Concurrency IT Department)
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisAdoption & Implementation PlanningNext Steps
2
BackgroundYour organization currently faces a number of challenges related to its current IT Change Request process, including:• Change Request (CR) workflow driven through email, with
users attaching files to emails to transmit, decreasing process effectiveness
• Information captured through existing Word CR form does not enable good filtering, search, or sorting
• Manual CR processing steps require 50% of resource time / 20+ hours per week
• Often CRs will have missing or insufficient content, requiring manual follow-ups
• Series of manual process steps required post meeting• CR “translation” required to show impact to stakeholders• CRs improvements are not easily repeatable for other
groups - take too much time and includes many errors• CRs do not often lead to efficiency and cost reductions
3
Engagement ParticipantsParticipant Name Department Role
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
(name) (department) (title)
4
Executive SummaryConcurrency proposes a series of improvements related to the Change Management process and workflow capabilities to empower your business to improve key processes through process automationImplementing the proposed automated forms solution for the CR process will provide you with:
20% reduction in CR form fill efforts20% reduction in CR handling laborReduced CR response time by 5 days50% increase in successful CR resolution
5
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisAdoption & Implementation PlanningNext Steps
7
Process Phase Description
• Change Requests (CRs) are Developed and Submitted by (Contoso) Sections and Data Center (DC) using a common Word template
• CRs emailed as attachments throughout process.
• Change Management Resource receives CRs via email attachments
• Performs a number of manual copy/paste and transformation steps to prepare for meeting
• Meeting information provided to participants immediately prior to the meeting
• CM meeting used to communicate and collaborate on changes impacting bi-weekly
• CRs are discussed during meeting; deemed Approved, Pending, or Canceled, CRs forwarded to DC for further review.
• Approved changes communicated ad-hoc Shadow communication processes in place to adjust CM communication to meet specific stakeholders’ needs at Section Level
Key Stakeholders
•Change Management•Section Managers•DC
•Change Management•Section Managers•DC•Other interested stakeholders
•Change Management•Section Managers•DC•Other interested stakeholders
High-Level Problems Identified
•Manual CR process often circumvented for urgent requests, increasing risk of errors
•CRs workflow driven through email, decreasing efficiency
• Information captured through existing CR form does not allow effective filtering, searching, or storage
•Manual CR processing steps require 50% of resource time / 20+ hours per week
•CR workflow driven through email, decreasing efficiency
•DC cannot access your public folder due to security issues
•CRs often have missing/insufficient content, requiring manual follow-ups
•Meetings include 15+ participants; generally limited discussion on CRs
•Series of manual process steps required post meeting
•CR “translation” required to explain impact to affected stakeholders
Current State Process AnalysisChange Management Process Phases – Analysis Summary
8
Prepare Change Request
Prepare for Change Management (CM)
Meeting
Conduct CM Meeting / Follow-Up and Communicate
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisAdoption & Implementation PlanningNext Steps
12
New Process Phase Description
• Change Requests (CRs) are developed and submitted by your Sections using an online form
• Workflow is automated throughout process, increasing value of information captured, efficiency of process, and compliance with policy (i.e., fewer “urgent” CRs)
• CR form connected to LOB data to leverage latest information and avoid re-input
• Change Management Resource reviews CRs submitted via workflow to collaboration portal
• CMR works with submitter to resolve any remaining issues
• Meeting participants and other interested parties receive automated meeting notification, as well as link to collaborative portal to review, comment, and potentially address issues prior to meeting
• CM meetings more productive and valuable-discussion can be better focused on the most important CRs
• Formalized post-meeting communication process to impacted parties - ability to opt-in to alternate distribution mechanisms (e.g., RSS).
• Interested parties can access your company-wide CR calendar, as well as meeting notes, minutes, and notes via Collaboration Portal and/or LOB system
Key Stakeholders
•Change Management
•Sections
•Data Center
•Change Management
•Sections
•Other interested stakeholders
•Change Management
•Sections
•DC
•Other interested stakeholders
High-Level Improvements
•Online form CR Solution, with back-end Data Capture
•CR Information captured and Stored in Database
•CR Information shared with LOB system
•Automated CR workflow
•Reduced follow-ups required through pre-submission CR form validation
•Meeting participants and other interested parties can sign-up for auto-notification (e.g., RSS) of CRs that impact their areas of interest
•Meeting participants can collaborate on CRs prior to meeting, sort, filter, and search CRs based on improved data capture in CR form, and can review history of prior changes via CR repository
•Collaboration Portal
•Automated workflows
• Collaboration Portal
• CR Repository
•CR Information available through Collaboration Portal and/or LOB system
• Automated workflows
Future State Process AnalysisChange Management Process Phases – Analysis Summary
13
Prepare Change Request Prepare for MeetingConduct Meeting /
Follow-Up and Communicate
Level O
f C
om
ple
xit
y
Low
High
High
Low
5
3
3 5
1
Value to Business
Prioritized Process Solutions
14
1
Change request LOB integration(SharePoint Server 2010, SQL 2008, LOB System(s))
Document Library of Change Requests(SharePoint Server 2010, SQL 2008)
Develop communication process to stakeholders post-meeting(SharePoint Server 2010, SQL 2008)
Adjust content included on CR form to make more useful; Impact (who, what, where, when) and develop pre-submission validation logic(InfoPath 2010)
Anticipated Benefits - ProcessProcess
PhaseImprovement Description
BenefitsTechnology Leveraged
KPI Impact(s)Affected Stakeholders
Prepare Change Request
• CR process automated through InfoPath forms and SharePoint Forms Services
• Forms are available offline or online
• CRs are filled out properly and validated
• CRs include data populated from SharePoint or LOB systems
• CRs routed to appropriate stakeholders, interested parties
• SharePoint Server 2010
• InfoPath 2010
• 20% reduction in CR form fill efforts
• 20% reduction in CR handling labor
•Change Management
•Sections
•Data Center
Prepare for Meeting
• Change Management Resources review CRs via collaboration portal
• CR information, to prepare for meeting, is available from SharePoint List or Web Part pages
• Reduction in meeting preparation process duration
• Reduction in labor costs
• SharePoint Server 2010
• SQL Server 2008
• Reduced CR response time by 5 days
• 20% reduction in CR errors
•Change Management
•Sections
•Other interested stakeholders
Conduct Follow-up and Communicate
• Meeting staging through collaboration portal yields better managed, more focuses meetings
• Formalized post-meeting communication processes improve CR resolution rates
• All CRs are stored in a repository, viewable in a SharePoint List or in a Web Part
• Interested parties can track CR resolution process via RSS feed
• SharePoint Server 2010
• SQL Server 2008
• 20% reduction in meeting time
• 50% increase in successful CR resolution
• Reduced labor cost
•Change Management
•Sections
•Data Center
•Other interested stakeholders
18
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisAdoption & Implementation PlanningNext Steps
19
Adoption & Implementation Planning Summary
PhaseID
Improvement Description
Resources RequiredImplementation
OwnerAdditional Stakeholders Notes
1Create CR eForms, CR Repository
• Change Management Resources
• IT ResourcesIT Manager
Change Management Director
2
Create Collaborative Meeting Workspace
• Change Management Resources
• IT Resources• Data Center Staff
IT ManagerChange Management
Director
3Create Post Meeting Automated Follow-up System
• Change Management Resources
• IT Resources• Third Parties
IT ManagerChange Management
Director
4Create Calendar Integration System
• Change Management Resources
• IT ResourcesIT Manager
• Change Management Director
• Third Parties
5
Create Pre-meeting CR Triage System and 24 Hour CR Resolution System
• Change Management Resources
• IT Resources• Data Center Staff
IT ManagerChange Management
Director
6 Train Staff • Affected Company Staff HR Manager IT Manager
20
Potential Adoption RoadblocksStakeholder Group
Anticipated Resistance to Change Degree to which Resistance will Limit Initiative Success
Mitigation actions
TechnicalChange
ManagementN/A N/A N/A
Data Center N/A N/A N/A
Section Difficulty using InfoPath form Mid
• Test implementation • Develop online tutorial• Form usage
demonstration
CulturalChange
ManagementN/A Low
Data CenterUnwillingness to adjust internal processes to revised CR process championed by Change Management
Mid• Highlight anticipated
overall benefits of automation
SectionPreference for “simpler” paper-based + email process
Low• Highlight anticipated
overall benefits of automation
21
Adoption Roadblock Mitigation Actions by Stakeholder
Adoption Category Change Management Data Center Section
Awareness
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Awareness generating communications via email, newsletters, manager meetings, etc., targeted to stakeholder group and concerns
Value Demonstration
Emphasize process and productivity improvements to Division specifically and company as a whole; including estimated financial impact.
Emphasize value to company as well as importance of pilot-testing; provide case studies and whitepapers related to virtual training to demonstrate how other companies have successfully implemented solution
Demonstrate both improvement in productivity through quick hits and quick wins; also show overall process improvements and estimated financial impact for company. Provide useful tactical training to support roll-out. Ensure solution is fully tested to minimize end-user issues
Integration & Alignment
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
Ensure proposed solutions/ initiatives are aligned with both with business and IT strategy and direction
22
ContentsExecutive SummaryCurrent State AnalysisFuture State AnalysisAdoption & Implementation PlanningNext Steps
23
Next StepsReview presentation and proposal with decision maker(s) and stakeholders for approvalConsider a SharePoint Deployment Planning Services (SDPS) follow-up engagementExecute work order for projectSchedule kick off meeting for week of _____ and weekly status meetingsPropose schedule:
A) Deadlines for initial milestones, orB) Date to finalize initial milestones
24