Change Management Implementation€¦ · Management Overview •Review Objectives •Why are we doing this • What we do today • Considerations (who, what, when, where, how) •

LIG Name goes here

George Neiport

October 13, 2011

Change Management Implementation

Pittsburgh Local Interest Group

History, Performance & Lessons Learned


� K&L Gates LLP review

� Change Management at K&L Gates

– History

– Performance

– Lessons Learned

� Questions

3 Pittsburgh Local Interest Group

Agenda


About K&L Gates

� 1946 Kirkpatrick, Pomeroy, Lockhart & Johnson

� 1/1/2007 Kirkpatrick Lockhart, Nicholson, Graham combined with Preston Gates & to form L&L Gates LLP

� Nearly 2,000 lawyers; 38 offices; 3 continents

� Private Equity Analyst regularly ranks K&L Gates as one of the “most active law firms” world wide for both private equity/venture capital transactions and fund formation



About K&L Gates (continued)

� CIO magazine awarded K&L Gates its annual CIO Award in 2011, 2007, 2004, 2003 and 2002 in recognition of our technological innovations

� K&L Gates ranked No. 2 in IP Today’s 2011 list of the busiest trademark practices in the United States

� The BTI Consulting Group recognized K&L Gates as a leader in client service on both the 2010 BTI Client Service 30 and 2011 BTI Client Service A-Team surveys

� Most First-Tier rankings of any law firm – 2010 U.S. News & World Report – Best Lawyers survey



About K&L Gates (continued)

� Ranked No. 1 in the AmLaw Recession Performance Index –October 2010

� K&L Gates was ranked as among the nation’s five most influential law firms in lobbying and government policy work in both 2009 and 2010 by the National Journal and Legal Times 2009 and 2010 ranking



Local Lawyers - Global Connections

� We provide seamless client service throughout our platform, collaborating across offices and regions

� We offer clients local market knowledge and access to national and international capabilities

� Our largest clients typically use lawyers in 10 or more of our offices


Who We Serve

� We represent a broad array of leading global corporations in every major industry, capital market participants, and ambitious middle-market and emerging growth companies

� We also serve public sector entities, educational institutions, philanthropic organizations, and individuals



Representative ClientsAlcoa Inc.

Allegheny Technologies Incorporated

Archer Daniels Midland Company

Bank of America Corporation

Baxter International Inc.

Brightstar Corp.

CBS Corporation

Crane Co.

Duke Energy Corporation

E. I. du Pont de Nemours and Company

Eaton Vance Corp.

Education Management Corporation

Flow International Corporation

FUJIFILM America, Inc.

The Goldman Sachs Group, Inc.

Halliburton Company

Henderson Global Investors

Honeywell International Inc.

John Hancock Financial Services, Inc.

Laing O'Rourke Plc

Man Investments, Inc.

Merrill Lynch & Co., Inc.

Microsoft Corporation

Philips Electronics North America Corporation

PPG Industries, Inc.

PPL Corporation

Sprint Nextel Corporation

Starbucks Corporation

T-Mobile USA, Inc.

UBS Financial Services Inc.

United Technologies Corporation

Viacom Inc.

Wm. Wrigley Jr. Company

World Wrestling Entertainment, Inc.

11

Behind every great law firm is

sophisticated information technology.


Technology Census

5,400 Computers4,100 desktops

1,300 laptops

5,019 Email Accounts

112 PMO-managed Projects43 in-progress 7 in-analysis

11 on hold 32 approved

18 candidates

312 Network Devices61 routers

235 switches

16 firewalls

4,800 Internal Email Groups

37 Phone Systems2 Asterix

8 Avaya

7 Cisco

2 NEC

6 Nortel

2 shared systems

10 Siemens

88 Videoconference Units

10,000 Help Desk Calls / Month

2,662 Mobile DevicesBlackberry

iPhone / iPad

Windows Mobile

6 Data Centers2 Asia

2 Europe

2 United States

960 Server Computers714 physical

246 virtual

1,000 Videoconferences / Year400 Software Applications

1,087 Terabytes Storage(1.1 petabyte)


Information Systems Mandate

� Provide effective & efficient services to K&L Gates’clients, lawyers, and staff

� Support the practice & business of law

� Leverage the firm’s investments in information technology

� Raise the profile of K&L Gates’ technology capabilities internally and externally


Pittsburgh Local Interest Group14 Pittsburgh Local Interest Group

Year # Office Locations

1946 1 Pittsburgh

1998 6 Boston, Harrisburg, Miami, New York, Washington, DC

2001 10 Dallas, Los Angeles, Newark, San Francisco

2005 12 London, Palo Alto

2007 21 Anchorage, Berlin, Beijing, Hong Kong, Orange County,

Portland, Seattle, Spokane, Taipei

2008 28 Austin, Charlotte, Fort Worth, Paris, Raleigh, Research

Triangle Park, Shanghai

2009 33 Chicago, Dubai, Frankfurt, San Diego, Singapore

2010 36 Tokyo, Moscow, Warsaw

2011 38 Brussels, Doha


A Sea of Change


History

� Data Center Consolidation Project

� Decentralized transition to Centralized

� Support responsibility changes

� Recommendations

� Change Management Objectives


Change Management Objectives

� Design and implement formal change management processes and procedures using ITIL

� Maintain an integrated change process that deals effectively

with minor updates to extensive system upgrades and new

system implementations

� Ensure that established change management discipline and

process are followed for all system updates and changes


Change Management Objectives (continued)

• Enforce a consistent approach to change across all groups

• Design, implement and conduct communication processes related to

change management

• Work closely with all IS areas to ensure that change management

standards are incorporated into all facets of systems processes and

procedures

• Develop and implement relevant management reports


Purpose of Change Management

� Change Management ensures that changes are recorded, evaluated, authorized, prioritized, planned, tested, implemented, documented and reviewed in a controlled manner

� The goal of change management is the process of controlling changes to any asset or service causing minimal disruption


Management Overview

•Review Objectives

•Why are we doing this

• What we do today

• Considerations (who, what, when, where, how)

• Continual Process Improvement

• ITSM & ITIL

• Next steps


Next Steps

� Where do I begin?

� Where do we want to be?

� How do we get there?

� How do we know when we’re arrived?

� We need a roadmap (Visible Ops Handbook)

� Culture change

� Maturity Assessment


Next Steps (continued)

• Data gathering

• Identify gaps and impacts

• Assistance required from qualified consultants & practitioners

• Define metrics for quality, performance and compliance

• Create policy, procedures, work instructions and workflows

• Get buy in

• Educate the IS staff


� Change Management Requirements

– Satisfy objectives (ITIL)

– Pink Certified

– OOTB solution

– Reasonably priced

– Include other Service Management Processes

– Enterprise Class Scalability

– Easy to maintain

– Integrate with HEAT


Requirements


� Front Range (HEAT) w/ITSM change module

� Excalibur

� Gartner

� Forsythe

� Local Contacts

� ILTA (International Legal Technology Association)

� Pink toolset certification

� Visible Ops Handbook

� Metrics – CSFs – KPIs-�Process Improvements


Investigation


� Vorys – HEAT, Axios/Assyst

� ReedSmith – in house

� Orrick-ServiceNow

� Highmark – HP

� Consol – HEAT for problem & change—used for SOX audits

� ACS, Duquesne Light – Peregrine Service Center


Demo’s & Discussions


� Are there any?

� ITSM Consultants

� ITIL Foundation training

� Internal Training

� Visible Ops Handbook


Silver Bullets


Recommendation

� Due Diligence

� Requirements verified

� Project Implementation SOW

� Reference Checks

� Design Consultation


ITIL Processes in Cherwell

� Incident

� Problem

� Change

� Configuration

� Release & Deployment

� SLA/SLM

� Service Catalog

� Service Portfolio

� Request Fulfillment

� Event Management

� Knowledge

� Self Service

� Asset Discovery


Decision

� How will the recommendation enhance change management and how will the software assist?

� Compare K&L Gates’ requirements with the OOTB implementation

� Describe the plan for implementation. What is the actual timeframe for implementation?


Installation

� Planning/Discovery Phase 3 – 5 days

– Overview, guidelines

– Gap Analysis & change id

� Configuration Phase 3 – 4 days

– Tailor to fit needs

– Knowledge transfer

� Installation/Setup 1 – 2 days

� Training 1 day


Policy

� Purpose

� Policy

� Weekly Change Cycle

� Change Advisory Board (CAB)

� Change Management Team (CMT)

� Workflows

� Weekly Meetings

� Monthly Metrics

� Monthly CAB Reviews


Policy

� Clearly defines that all changes must be requested and recorded

� All required information must be documented

� Change Requester’s Manager is responsible for ensuring compliance and sponsoring a change

� All changes must be planned, reviewed, accepted, approved

� Emergency changes—necessary within the next 24 hours to correct or avert a problem--requires incident number


What is a change?

� The addition, modification or removal of any infrastructure configuration item, business application or any aspect of services

� When do I need to enter a change request?



Who, What, When, Where, Why, How

� Communication/Notification of a change event

� What will it impact?

� Keeps everyone informed of what changes are planned and when they are implemented

� Leaves little room for surprises


Out of Scope ---- Routine operational tasks

� Considered to be administrative activity

� User account additions/deletions

� Password resets

� Adding, deleting or revising security groups

� Changing file permissions


Change Scheduling Cycle

� Friday 12:01AM through Thursday 12:00AM

� Deadline for Requests For Change (RFC) is every Tuesday by ‘your COB’ or 11:59PM

� Monthly Maintenance – 3rd Sat/Sun 10PM – 4AM

� Do not disrupt production

� Can be implemented during normal business hours if approved by management & application owners


Change Approval, Scheduling, PIR

� Submit the RFC as soon as you are aware

� Forward Scheduling Calendar-Upcoming Changes

� All changes must be approved to be scheduled

� Thursday CMT meeting reviews

� Final schedule is published every Thursday

� Post Implementation Review




Training

� Cherwell Basic Navigation Training, Learner’s Guide

� ITIL – Lite

� Change Management Team

� Workflow Training

� Repeat Basic Training as Required


Implementation


Lessons Learned

� If you don’t plan and communicate you’ll face backlash, resistance and outright challenge…

� You need people’s support and you need to support them throughout the change process

� A test team is important


� Pro-active executive sponsorship

� Buy-in by middle managers

� Team encouragement & help

� Communication

� Training


Support


� July, 2009 – Change Management Announced

� September, 2009 - Review SOWs

� October, 2009 – Review Proposals, Short List

� November, 2009 – Recommendation

� December, 2009 – Prep for Installation in January 2010

� Training in May, 2010

� Implemented June 1, 2010


Timeline


Questions



Change Management

Survey ResultsPittsburgh LIG Oct 2011







Documents

Change Management Implementation€¦ · Management Overview •Review Objectives •Why are we doing this • What we do today • Considerations (who, what, when, where, how) •