Baycare Health System's ITIL Implementation
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This presentation outlines BayCare Health System's implementation of change management practices. It describes establishing buy-in from senior leadership, defining roles and responsibilities through a change policy. It also covers establishing a Change Approval Board and charter, governance structure, the change management process, and expected benefits and lessons learned.
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Baycare Health System's ITIL Implementation
- 1. Welcome! W l ! Change Management: Practical Advice Ch M P i l Ad i Vicky Luttrell, IS Process Manager © BayCare Health System
- 2. About ITSM Academy Accredited Education Ft. Lauderdale, Dallas & ITIL® Foundation Washington, DC - Public ITIL® Foundation and Managers Bridge Corporate on-site Classes ITIL® Lifecycle, Capability and MALC Virtual Classes ITIL® Practitioner Service Manager (V2) Practitioner, Courseware Licensing Certified Process Design Engineer (CPDE)® Alumni Program Microsoft Operations Framework (MOF) PMI Global Education Provider Foundation Federal Government (GSA) Go ernment ISO/IEC 20000 Foundation Contractor PMI PMP Exam Prep Certified Woman-Owned Practical, Value Add Practical Value-Add Workshops Tens f th T of thousands of learners d fl Apollo 13 - an ITSM Case Experience™ trained since 2003 Visible Ops: The Class ITSM Professional Diplomas ITIL, MOF, ITIL MOF ISO 20K A Awareness And More! Welcome! © BayCare Health System ITSM Academy 2
- 3. Agenda Organizational Culture IS Strategies Senior Leadership Buy-In Formal Roles and Responsibilities Change Policy Change Approval Board Charter Change Management Governance Change Management Process Planning Benefits and Lessons Learned This presentation describes how to secure buy-in from senior leadership, define formal roles, responsibilities, policy, and establish a steering committee through © ITSM Academy System of implementing change management. eachHealth BayCare phase 3
- 4. Abstract Organizational culture d i O i ti l lt drives a change h management implementation. This Thi presentation d t ti describes h t secure b i ib how to buy-in from senior leadership, define formal roles, responsibilities, policy, responsibilities policy and establish a steering committee through each phase of implementing change management. g g © ITSM Academy System BayCare Health 4
- 5. Organizational Culture BayCare Health System is a family of health care providers consisting of the ten not-for-profit h i l in id i i f h f fi hospitals i the Tampa Bay region. With 18,000 team members and a wide array of other health services, we are the area’s largest community-based health system. BayCare was formed in 1997 when many of the not- y y for-profit hospitals in the Tampa Bay area came together under one name, united by a common mission. The hospitals knew they had to keep providing patients more while spending less in order to keep pace with health care s rapidly changing fiscal environment care’s environment. © ITSM Academy System BayCare Health 5
- 6. Organizational Culture Cont. 250+ Team Members supporting: 18,000 team members 7,900 7 900 personal computers l 1,900 networked printers 11,000 e-mail accounts 13,000 network accounts 800 wintel servers 24,300 24 300 telephone connections 10,600 Network data connections © ITSM Academy System BayCare Health 6
- 7. Organizational Culture Cont. Shadow IS team members Quality Process Improvement Initiative Six Sigma ITIL COBiT Long-term team members Resistance to Change © ITSM Academy System BayCare Health 7
- 8. Organizational Culture Cont. Six Sigma Quality Process Shadow IS Improvement team members ITIL Initiative COBiT Long-term g Resistance to team members Change © ITSM Academy System BayCare Health 8
- 9. IS Strategies Establish IS Process Manager reporting to CIO Design Information Technology Service Management (ITSM) process roadmaps Establish and Communicate ownership of each Service Management Process to Directors Educate IS Leadership Establish Governance Educate IS on ITIL and Service Management Lifecycle © ITSM Academy System BayCare Health 9
- 10. Senior Leadership Initial Buy-In Office of President – ITIL CIO aware IS Directors BayCare and Hospital IS Managers Presidents IS Team Members Executive Leadership IS Shadow Team Board of Directors Members Continued Buy In Buy-In CMIO VP Clinical Transformation IS Shadow Team Members © ITSM Academy System BayCare Health 10
- 11. Leadership Education ITIL Certification ITIL Awareness CIO Office of President VP – Clinical BayCare Executives Transformation Senior leadership IS Directors Managers IS M Managers Key ITIL analysts © ITSM Academy System BayCare Health 11
- 12. Roles and Responsibilities ITIL Service Change Management Management Change Manager Steering Committee Change Approval Board Process Directors Urgent Approval Board Process Owners Appeal Board y Process Analysts Change Initiator g © ITSM Academy System BayCare Health 12
- 13. Change Management Policy Purpose − Requirements for managing changes − Procedures facilitate communication, minimize adverse impact to other systems, and ensure compliance with security and regulatory requirements q Vendor requirements − Third party contractors and vendors must adhere to this policy as defined b h d f d by their contractual relationship to B C l l h BayCare Team Resources Statement − Team Members who violate this policy may be subject to disciplinary action as defined in Team Resources policy #218, Team Member Responsibilities. © ITSM Academy System BayCare Health 13
- 14. Change Management Policy Cont. Change Policy Roles and Responsibilities − Change Approval Board (CAB) − Managers of functional areas within Information Services who are responsible for approving manager level changes and CAB level changes. − The CAB is a cross functional group established to evaluate cross-functional change requests to determine business need, priority, cost/benefit, and potential impacts to other systems or processes. Process P − Definition and lead times − Normal − Urgent © ITSM Academy System BayCare Health 14
- 15. CAB Charter Purpose Established BayCare’s E t bli h d B C ’ CAB and d fi d scope of authority, d defined f th it membership, and membership responsibilities. Scope Ensures all proposed changes to BayCare systems are evaluated with regard to risk, impact, security, disaster recovery and that those changes do not adversely impact v y g v y p the operation of the existing information systems environment. The Change Approval Board (CAB) ~ Approvers Appro ers not Advisors Ad isors © ITSM Academy System BayCare Health 15
- 16. CAB Member Responsibilities Weekly CAB Meeting: Attend the weekly CAB meeting Review, evaluate, approve, reject, Pend or abstain submitted change requests If the standing CAB member is unable to attend the weekly meeting, the CAB member is responsible for finding a qualified substitute to represent the group. Daily: Review CAB requests for approval in Change application and approve, reject, pend or abstain each request for change. Comments, questions, or concerns for the requester must be inserted for any statuses other than approved. For approved changes, conditions of approval can be documented as well. At A a minimum, the CAB member must review change requests in SDE: i i h b i h i SDE − Once on Monday − Once on Tuesday, and − Once on Friday of each week Urgent Requests: U R IS Manager On-call will receive an email and page concerning “urgent” request for change CAB members may be asked to attend impromptu meetings to discuss urgent changes at the request of the IS Senior Management © ITSM Academy System BayCare Health 16
- 17. Change Management Governance Project Governance Steering Committee − Roles and responsibilities − Key decision maker − Guidance − Influence ITIL Governance Service Management Governance Committee − Roles and responsibilities − new processes − process maturation © ITSM Academy System BayCare Health 17
- 18. Change Management Process Planning Change Process Level of approvals Normal Self Urgent Manager Appeal Manager/CAB Data Collection Change approval Team involvement board (CAB) Risk and impact Training assessment Process Published and Application documented © ITSM Academy System BayCare Health 18
- 19. Benefits & Lessons Learned Benefits Reduction in unplanned downtime p Reduction in unauthorized changes Standard process Required CAB attendance d CA d Communication Lessons Learned Project team size Resistance to change CAB membership challenges Technology challenges Training h ll T i i challenges Circumventing process © ITSM Academy System BayCare Health 19
- 20. Questions? Q ti ? © BayCare Health System
- 21. ITSM Academy Affiliates © ITSM Academy System BayCare Health 21