By Chris Riley on August 5, 2014 3 Comments Change Management, leta€™s face it, it’s usually a checklist item and a CYA tool. Most of the time organizations look at change management as a way to spot problems AFTER they happen.
Fortunately change management, the tools, can be detached from change management the governance. You can do this by attaching to the delivery process log analysis, automated load testing, automated functional testing, and configuration monitoring.
By doing so, it should be clear where the weaknesses, such as errors, slow performance, and changing variables occur. Take all the observations, and make decisions about the process, not being myopic about only the code and or a specific release, like we are used to doing. For example what if you see that while you have been releasing more features, your time to deploy has increase substantially.
In the first case the results tell us we need chunk our feature releases into fewer features per release, with perhaps more frequent releases. In any case, the information tells us not that something happened, but that we need to improve something in our delivery process.A  It is not an end, it is a means.
After you talk to the developer you realize, these changes are for the better, and should be kept. Such killer features and tools are taking change management from the project checklist item, and CYA tool, into the area of being a killer weapon in understanding and improving your delivery processes. You started extremely well, by actually mentioning things which happen outside the UDV world such as ITIL and ITSM. But then, as Devops sp often do, you veer away from reality into an evangelical diatribe on how to use and apply change managment techniques to UDV’s advantage. Notice: Submission of this form includes an automatic subscription to the DevOps e-newsletter. Change management is a critical part of any project that leads, manages and enables people to accept new processes, technologies, systems, structures and values. Daily Outsourcing TipEvaluate the vendors' technical prowess, processes and facilities and specialties. In a fast changing market environment the task of reducing the downtime for change management of business processes has high importance.
Business Change Management team will manage and monitor fundamental elements of a change caused by a new system or project.
Change Management - Change Management Process - Change Management Model - Change Management Diagram - Change Management Chart - Management of Change in Organizations Framework and Principles. Effectively managing the execution and adoption of a change initiative requires a well-thought out change management strategy and supporting tactics. How do we ensure that the organization accepts changes resulting from our transformation efforts? How do we ensure that the organization culture continues to be aligned to new business expectations? Our approach to change is focused on delivering business outcomes and is steeped in practical experience of designing and managing hundreds of initiatives.
Stakeholder & environmental analysis- Identifying and defining the needs and preferences of stakeholders is an increasingly important responsibility of leadership. Clear roles and responsibilities- In order to manage change, all members of the change team need to know their role for each activity they are involved in, and recognize their role may vary from activity to activity. Advocating for the vision, supported by a compelling, relevant and emotional story, similar to brand marketing’s tactics is critical to most strategic initiatives. But in the world of DevOps where change is part of the culture and processes.A  Change Management needs to be more than a cost center, and really a way to improve what you are doing.

And in the world of DevOps, which embraces change as a way to iterative-ly improve on processes, change management is usually viewed as something to avoid, or just annoying. For example a slow regression test, or manual production release process that takes too long from the point the release is ready to when ita€™s flagged for delivery. This could be done in a tool like LogEnteries by looking at their live tail feature, and compare historical states of the application to the current one. In the second one it tells us we need take a look at the efficiency of our code, and perhaps have a dedicated performance effort. The killer feature in ScriptRock is that you can export configuration management scripts after a change. Ultimately improving the quality of applications.A  So stop thinking about change as a response, and more of a way to make things run better. It’s the set of activities that helps people transition from their present way of working to the desired way of working. They also already have the functionality which allows them to be utilized in a proactive way to improve processes.
If you only look at it from a release by release point of view, all knowledge as lost; A you are really performing fast waterfall, not DevOps. Or with a perceptualdiff tool like Applitools which will show you the visual difference of the application over time, and identify steady states.
Which starts a snowball effect from regression testing, to release down time, to responses to new bugs. Like making each component on the business logic, and view layer more compartmentalized utilizing separate threads.
So imagine this, a developer un-known to you, the sys admin, makes a major change to the frameworks on integration environments.
And that even since the article was published I do not have a hard and fast way for you to address change, other than to say there is no hard and fast. When you have that then you can consider the tooling setup that allows you to audit, document, and train in a non-waterfall fashion. The focus of change management is to address the people and organizational factors that will both drive and obstruct change throughout the organization.
For example, agility of the market, new client needs, or organizational restructuring affects the way of doing business and hence do influence the design of business processes.
Our approach to change management addresses both the rational and emotional components of change. Some say “To change one’s organization, one must change one’s inner being.”, selling countless books and costly implementation systems.
Allowing IT to identify why a change occurred, or as a way to evolve with the organization – as is defined in ITIL and ITSM, is almost never leveraged. Or for example in a very similar scenario where your application gets more functionality, but the performance slows down a lot, as told to you by a load testing tool like BlazeMeter.
I think that change control morphs a little, and the role of admins is to build in the mechanisms to respond not prevent. It is clear that a continuous stream of code cannot work if the processes that govern it are waterfall. The ultimate goal of any change initiative is to ensure everyone in the organization is ready, willing, and able to appropriately perform their role in the new environment. Adaptability to changes and speed of innovation are a prerequisite for business process management.
Some will convince you that “Your platform is burning!”. But ultimately, it comes down to this. Where you setup a policy for infrastructure steady state, and get notifications when infrastructure stops matching the policy.

These changes impact infrastructure in a big way, and need to be replicated to dev, test, and prod. This series of articles provides guidance on change management for organizations that are specifically undertaking or contemplating a shared service or business process management (BPO) initiative. Hence, a business process management approach should be able to accommodate these changes in the model as and when they occur.
Of course how you observe needs to be clearly defined, and tests and dashboards created prior to this. And I would say the worse thing to do is to wait for an answer on how to do it versus trying to build a solution organically by starting somewhere.
You can also learn a lot from reference architectures that are out there, and the amazing case studies, like what Capital One (in financial services mind you) is doing with their logging and DevOps dash boards.
These include: Managing the effective planning of the potential redeployment, relocation and release of staff. Scheduling change to minimize the impact on the business units to enable maintenance of business as usual. Building involvement in the development and delivery of SSC to create the understanding of the need for change.
Embedding the cultural change and ways of working associated with a shift to a more customer-focused support service.
Framework for Managing Change The extent of the change (both actual and perceived) and implications are significant. Organization This covers design of the new world, including the operating model, organizational structures, role definitions, competency frameworks, and governance and decision-making frameworks.
Leadership This activity aims to clarify how the organization will be led, and to equip the leaders to carry out their leadership roles. People Capability This activity aims to establish the skills and competencies required for the new world, and how to meet those requirements, including skills audits, gap analysis, job and role definitions and career planning. Involvement of those who will lead the new organization is key to the success of this activity.
It’s important to manage the expectations of all those impacted by the shared service initiative, so that they become accustomed to the idea that change will be a constant feature of the new model. Please note that in this example a Process and Technology stream is included for completeness, although this is not always included in a change management plan. The table below shows the types of activities that are undertaken at each stage in a program, for each stage in the change wheel. The Communication work stream is responsible for stakeholder management and communications at all levels within the organization, and for liaising with external communications as appropriate. This work stream starts at the very beginning of the initiative and continues through its life and is typically supported by one FTE. The Business Change work stream is responsible for implementing the agreed-upon changes across a range of disciplines. The work stream kicks off with early-stage activities such as change readiness assessment, and continues through the main implementation activities.
It’s typically supported by a small team of two to six FTEs depending on the size of the initiative. The Training and User Support work stream is responsible for delivering the one-off and ongoing education and support necessitated by the changes.

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