How to establish a high-volume Change Management process

Course Code: 7015

Overview
Schedule classes
What you'll learn
Outline
Prerequisites
Who should attend
Certification

Overview

This four-day course focuses on the application of various change management best practices to produce a high-volume, real-world oriented approach to change management based on various best practices, including ITIL®. Organizations must make regular and effective decisions about risk in order to compete effectively. Organizations that can assess, understand and make decisions about the risk of change in a high-volume way tend to be more productive than other organizations. Unfortunately, the application of change management theory often results in unnecessary bureaucracy and a net reduction of the organization’s ability to understand and make decisions about the risk of change. This course demonstrates how leading organizations in their fields understand, assess and make effective and efficient decisions about the risk of change in a high-volume, non-bureaucratic way. This is a hands-on course that uses numerous exercises to demonstrate real-world approaches to change management.

Schedule Classes

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Course Delivery

This course is available in the following formats:

Live Classroom
Duration: 5 days

Live Virtual Classroom
Duration: 5 days

What You'll learn

Service management

Change management
Service portfolio
Configuration management
SIPOC
Standard changes
Normal changes
Emergency changes
Continual improvement
Risk assessment

Outline

Module 1: Course introduction

Module 2: Review of key service management concepts

Accountability, boundaries and consistency
Cost-effectiveness and quality
Stages of the service lifecycle
Services
The service portfolio
Process and functions
A brief discussion of the processes defined by ITIL
Roles and responsibilities
Exercise 1: Understanding basic service management concepts

Module 3: Change management theory

Understanding change management from a service portfolio perspective
What is a change?
Defining change management
What change management is not
Purpose and objectives of change management
Scope of change management
Change management policies, principles and basic concepts
Change management activities
Sources of information
Change management metrics and measurements
Challenges and risks
The continual service improvement approach
Why a high volume, predictable, real-world oriented change management process is important to your organization
Exercise 2: Understanding the theory of change management

Module 4: A real-world, high-volume approach to change management

Shifting to a real-world view of change management activities
Using the service portfolio as a structuring mechanism for change management
Establishing common sense policies and practical guiding principles for change management
Building a change management process based on real-world examples
Defining and exploiting standard changes
Leveraging people’s natural ability to understand and make decisions about the risk of change
Invoking configuration management
Normal changes and change advisory board meetings
Sample policies and guiding principles for change management
Real world example 1: Crossing a street
Real world example 2: Lane changes
Real world example 3: Prescription drugs and change interactions
Real world example 4: Parking lots and change management – choosing between non-ideal options
Real world example 5: An IT application update
Exercise 3: Practical policies and guiding principles for change management

Module 5: Defining a vision for change management

What is a vision?
Understanding and agreeing to the desired state for change management in your organization
Defining the vision
Sample visions for change management
Exercise 4: Establishing a vision for change management

Module 6: Understanding the baseline

Understanding the current state of change management in your organization
Change management audit of intent
Change management audit of action
Sample change management assessment questions
Assessing levels of change management maturity
Sample assessment results
Exercise 5: Understanding the current state of change management in your organization

Module 7: Using SIPOC

Introduction to SIPOC
Suppliers
Inputs
Process steps
Outputs
Customers
Sample non-IT use of SIPOC
Sample IT use of SIPOC
Exercise 6: Using SIPOC

Module 8: Understanding standard changes

Introduction to standard changes
Defining standard changes
Changes that are commonly standard changes
Changes that can be standard changes
Standard changes and expiration
Standard changes and levels of approval
Standard changes and a second set of eyes
Sample IT standard changes
Exercise 7: Defining standard changes

Module 9: Using extended SIPOC to define standard changes

Introduction to extended SIPOC
Adding configuration items to SIPOC
Adding metrics and key performance indicators to SIPOC
Sample non-IT uses of extended SIPOC
Sample IT uses of extended SIPOC
Exercise 8: Using extended SIPOC to define standard changes

Module 10: Understanding normal changes

Introduction to normal changes
Change advisory board meetings
How are normal changes assessed, coordinated and managed
Best practices for normal changes
Best practices for change advisory board meetings
Creating and using the schedule of changes
Sample IT normal changes
Exercise 9: Conducting a change advisory board meeting

Module 11: Understanding emergency changes

Introduction to emergency changes
How are emergency changes assessed coordinated and managed
Best practices for emergency changes
Best practices for emergency change advisory board meetings
Assessing, coordinating and making decisions about emergency changes
Exercise 10: Conducting an emergency change advisory board meeting

Module 12: Connecting the vision and baseline to form a plan

Comparing the vision and baseline
Identifying an implementation plan
Making the implementation plan specific
Sample change management implementation plan
Exercise 11: Developing an implementation plan for change management

Module 13:Course corrections and adjustments

Common delays, roadblocks challenges, risks and pitfalls
Developing responses
Adjusting the vision
Keeping the momentum going
Exercise 12: Developing responses to common challenges and risks

Module 14: Identifying and making improvements

Establishing a path for long-term improvement
Increasing the rate and number of standard changes
Turning normal changes into standard changes
Reducing emergency changes and their effects
Leveraging people’s natural ability to understand and make decisions about risk
Detecting change interactions
Establishing effective boundaries for change management
Automating risk assessment
Packaging and bundling changes using release and deployment management
Exercise 13: Identifying and making improvement to change management

Module 14: Summary

Review of concepts learnt
Questions and answers

Prerequisites

Participants of this course need to have a foundation level understanding of ITIL service management best practices. They also need to have experience working in organizations using various IT service management processes.