Escm-cl V1.1 Single Practice Mgt06.pdf

eSCM-CL Practice Page

eSCM-CL v1.1

About the eSCM-CL The eSourcing Capability Model for Client Organizations (eSCM.CL) is a “best practices” capability model with two purposes: (1) to give client organizations guidance that will help them improve their capability across the sourcing life-cycle, and (2) to provide client organizations with an objective means of evaluating their sourcing capability.

mgt06

Service Delivery Change Management Capability Area

Sourced Services Management

Life-cycle Phase

Delivery

Capability Level

Level 2

Practice Type

Other

Its 95 Practices are arranged along three dimensions: Sourcing Life-cycle, Capability Areas, and Capability Levels. The Sourcing Life-cycle includes Analysis, Initiation, Delivery, and Completion, each of which represents an individual phase of the Life-cycle, plus Ongoing, which spans the entire Life-cycle. Capability Areas are groupings of Practices with similar content and focus. Capability Levels represent a path of improvement for client organizations. For more information about this Practice or the Model, please consult the eSCM-CL v1.1: Practice Details.

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©2006-2007 by Carnegie Mellon University. All rights reserved.

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Part 2

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Service Delivery Change Management Participate in change management activities.

Sourced Services Management Delivery Level 2 Other

Participate with the service providers in activities to control changes to the infrastructure or any aspect of services, in a controlled manner, enabling approved changes to be implemented with minimum disruption. Manage modifications of the services in a controlled manner in order to minimize the impact on their delivery, including ensuring that retained services remain synchronized with sourced services as service changes are implemented. Change management is focused on ensuring that all changes are assessed, approved, implemented, and reviewed in a controlled manner. Change management should be planned and implemented with configuration and release management, as well as license and asset management, to ensure that the organization can manage its assets and configurations effectively. Configuration management is intended to define and control the components of the service and infrastructure and to maintain accurate configuration information. This accurate configuration information should be available to support the planning and control of changes, as new and updated services and systems are released and distributed. The result should be an efficient system that integrates the organization’s configuration information processes and those of its customers and suppliers, where appropriate. Release management should coordinate the activities of the service providers, its suppliers, and the client organization to plan, deliver, and track release changes across a distributed environment. The client organization should participate in control processes, such as configuration and change management, as well as release processes, such as delivering and tracking changes, as needed to ensure that the business needs are addressed, expectations are met, and client expertise is available to support these critical processes. Formal control of changes helps to verify that the client, any internal stakeholders, and the service providers maintain a common agreement concerning the services and service levels to be provided. This agreement reduces a potential source of dispute and improves the client’s and end-users’ satisfaction by helping to verify that the provided services match their current needs. This agreement should be based on providing the service providers with options for modifications to services and work with them to define and implement these modifications. This ensures that client requirements are well-communicated and understood. This Practice is also related to mgt07, “Service change management,” tch01, “Asset management,” and tch02, “License management.”

Activities a. Provide support for creating and maintaining the work products and tasks for participating in change management activities. b. Document and implement the work products and tasks required for participating in change management activities. Documentation and implementation include the following Activities: 1. Define and document methods to manage and control changes to the delivery of the sourced service. Y

This Practice addresses operational change management—changes to the delivery of the sourced service. While some changes will not require significant work to deploy the change into the service delivery, larger changes will typically also require an amendment to the agreement. Formal guidelines will help identify which are implemented as changes to the service and which require service modifications. Changes to service would involve change management, configuration management and release management. The roles and responsibilities of the client organization and the service provider regarding initiation, categorization and approval of changes should also be clearly defined.

The eSourcing Capability Model for Client Organizations (eSCM-CL) v1.1

Y

The service provider is typically primarily responsible for resolution of the incidents and problems. However, the client organization also needs to be closely involved with implementing any change to the service, such as for configuration management and release management.

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Change management procedures ensure that all requests for change are assessed in a structured way for all possible impacts on the operational system and its functionality.

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a) Document methods for initiating changes, both from service provider and the client organization. b) Define parameters defining emergency changes and procedures to control these changes when they circumvent the normal process of technical, operational and management assessment prior to implementation. Y

These emergency changes to services will be documented and processed after the fact, due to their urgency.

c) Document methods for change categorization. Y

Changes may be prioritized by priority, urgency and impact.

d) Document methods for change approval. e) Document applicable methods for change implementation, including configuration management and release management. f) Document methods for creating required amendments to the agreement. Y

Some changes to the service may require an amendment to the agreement, based on the scope and impact of the change.

2. Analyze proposed changes to the delivery of the sourced service. a) Decide whether the proposed change is within the scope of the current agreement or whether it requires an amendment to the agreement. b) Analyze the impact of proposed change to the services being delivered. Y

Potential impacts could include costs, resources, training, process changes, or service levels.

c) Analyze the impact of the proposed change on the technology infrastructure. Y

At Capability Level 3, refer to gov05, Align strategy and architectures.”

d) Analyze the impact of the proposed change on business processes. Y

At Capability Level 3, refer to gov06, “Business process integration.”

3. Coordinate with the service provider to create plans for service changes. a) Identify the tasks needed to implement service change. b) Identify the personnel and responsibilities for performing the tasks required to implement the service change. c) Create a schedule of tasks. d) Identify resources needed to implement service change. e) Review the plan for correctness, clarity, and adequacy. f) Obtain approval of the plan from the relevant stakeholders. mgt06

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Part 2

Service Delivery Change Management cont’d 4. Track and control service changes. Y

Monitoring service changes may be done jointly with the service provider.

a) Track status and progress against the plan. b) Determine actions to take when progress deviates from the plan. c) Take actions and track them to closure. c. Support the implementation of participation in change management activities.

The eSourcing Capability Model for Client Organizations (eSCM-CL) v1.1

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eSCM-CL v1.1

Implementing Practices Using Required Activities Major Activities a and c in every Practice cover the tasks that need to be implemented to ensure that the organization can perform a Practice in a repeatable and consistent way. All Required Activities in Major Activities a and c are applied regardless of whether a Practice is a policy, procedure, guideline, program, plan, or other Practice. Each of the a and c Required Activities is directly linked to one or more Practices, called Support Practices which support the institutionalization of every eSCM-CL Practice. Each of the eight Required Activities in Major Activities a and c, and their relationships with the Support Practices, are shown in the table below. For more information, please consult the eSCM-CL v1.1: Practice Details. CA PA B I LIT Y LEV E L 2

CA PAB I LIT Y LEV E L 3

1. Provide sponsorship and resources for creating the work products and tasks.

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2. Involve relevant stakeholders in creating, improving, reviewing, and approving the work products and tasks as appropriate.

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3. Maintain and improve the work products and tasks as appropriate.

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1. Communicate the availability and location of the work products and tasks to relevant stakeholders.

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2. Provide resources to effectively perform the work.

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3. Assign qualified personnel the responsibility, authority, and accountability to perform the work.

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4. Communicate planned actions and their outcomes to relevant stakeholders.

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5. Verify that the work is consistently and effectively performed according to the work products and tasks.

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a. Provide support for creating and maintaining the work products and tasks for x.

b. Document and implement the work products and tasks required for x. c. Support the implementation of x.

Carnegie Mellon University’s ITSqc is a multidisciplinary group of researchers, practitioners, and organizations that addresses the needs of IT-enabled service providers and their clients. To that end, the ITSqc develops quality models and qualification methods for organizations involved in eSourcing. The eSCMs are sets of complimentary best practices that are fast becoming the standard for sourcing relationships on both sides of the service relationship: service providers and clients. Organizations may be certified at one of five levels based on their use of, and adherence to, the best practices in these Models.

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Information Technology Services Qualification Center (ITSqc) Carnegie Mellon University, 5000 Forbes Avenue, Pittsburgh, PA 15213-3891 Additional copies are available at the ITSqc website at http://itsqc.cmu.edu

No Warranty This Carnegie Mellon University material is furnished on an “as-is” basis. Carnegie Mellon University makes no warranties of any kind, either expressed or implied, as to any matter including, but not limited to, warranty of fitness for purpose or merchantability, exclusivity, or results obtained from use of the material. Carnegie Mellon University does not make any warranty of any kind with respect to freedom from patent, trademark, or copyright infringement.

Excerpted from Technical Report No. CMU-ITSQC-06-003 Hefley, W.E. and Loesche, E.A. The eSourcing Capability Model for Client Organizations (eSCM-CL) v1.1: Practice Details Published September 27, 2006, in Pittsburgh, Pennsylvania, USA.

©2006-2007 by Carnegie Mellon University. All rights reserved.

External use: Except as permitted by Consortium agreements, requests for permission to reproduce this document or prepare derivative works of this document for external and commercial use should be addressed to the ITSqc Director.