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Getting Started with Change and
Configuration Management Process Improvement

Sections Section 1 Change and Configuration

Management is Often the First Step To Enabling
Dynamic Business and Technology Strategies ........................ 2
Section 2 CCM Transformation
Requires Executive Leadership and Focus ............................. 4
Section 3 Pilot Limited Number of CCM Processes ................................ 6
Section 4 Strategies for Filling the CCM Gaps ........................................ 7
Section 5 Next StepsCommit to
CCM Reinvention and Take the Plunge ................................... 9

Figures Figure 1 ITIL Process Framework

Emphasizes the Central Role of
Configuration and Change Management ................................. 2
Figure 2 Configuration and Change
Management Challenges Escalate with the
Introduction of Dynamic Infrastructure Architectures ............... 3
Figure 3 Checklist for CCM Gap Assessment ........................................ 7

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Getting Started with Change and Configuration Management Process Improvement | July 2005
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 Executive Summary
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Configuration Management Process Improvement
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service levels and operational efficiencies, many CIOs rank change
and configuration management process improvement high on their list of critical path enablers.
But knowing that an organizations change and configuration processes and tools need to become
more integrated, effective and flexible is just the first step.
To actually implement change and configuration management (CCM) process best practices, as
described by IT Infrastructure Library (ITIL) and other IT best practices standards, CIOs need to
create a multi-step roadmap that gradually aligns and connects processes, data and tools across
multiple IT silos and operational workflows. The success of change and configuration transforma-
tion programs is anchored by senior-level commitment and measured by tangible, incremental
milestones. Successful programs depend on three equally important IT management pillars:

Shared, accurate asset and configuration data;

Well defined and integrated approval processes and task workflows; and

Policy-driven workflows and automation.
IT staff cannot be expected to make the right decisions if they dont have access to the right
informationmaking the broad availability of robust and accurate configuration data imperative.
State-of-the-art tools are needed to collect and correlate configuration information provided by
multiple, independent components and tools. CCM tools must be able to identify dependencies
and relationships across servers, storage, software, security, provisioning, and other systems and
provide accurate, actionable information to all IT staff quickly and accurately.
Like shared data, common and consistent processes are needed to coordinate the actions and
decisions taken by each domain-specific technology specialist. Documenting formal task work-
flows, identifying specific process owners and designating approvers at each major milestone are
critical steps. So is enforcing these common and consistent processes across the board. Over
time, IT organizations can learn from the data and develop automation policies to reduce the time
and human errors that frequently cause SLA problems and business downtime.
Once a CIO is committed to integrating, streamlining and transforming the organizations CCM
approach, it is vital to prove the value of CCM with a focused pilot targeting one or two key pro-
cesses. Activities that are subject to frequent operator errors, or are flagged by compliance audits
are often good starting points where CIOs can quickly demonstrate the value of integrated change
and configuration management approaches to both business and IT stakeholders.
Change and configuration management transformation needs to be modular and well thought out.
The most successful organizations define their desired state of affairs, identify where process and
tools gaps exist in the current environment and chart a structured, methodical path to transform
their organization, one step at a time. For enterprises that need agile and cost-competitive IT envi-
ronments, change and configuration management transformation is inevitable. The sooner your
organization begins the journey, the sooner it will reap the benefits.
Mary Johnston Turner, mturner@summitstrat.com

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Getting Started with Change and
Configuration Management Process Improvement

ITs ability to enable critical business services reliably and cost effectively, day
in and day out, depends on detailed choreography and communication among
specialists supporting diverse systems, software and management platforms.
When communications break down, operators often have incomplete informa-
tion and context on which to base their individual decisions and actions. The
result is service-affecting human errors.

Most CIOs intuitively understand that IT operations can be much more stable
and efficient if operators and technology specialists across IT are able to work
together using shared up-to-date information, consistent operational processes
and coordinated approval processes. They also quickly appreciate the poten-
tial benefits that can result from automating routine manual tasks by using
standard policies and workflow tools.

In fact, the challenge for most CIOs is not trying to understand the opportu-
nity and potential benefits that might result from implementing IT Infrastructure
Library (ITIL) or similar IT best practices process models. Rather, their real
challenge is determining how to get started in a way that delivers measurable,
incremental near-term results, drives the organization to higher service levels,
improves operational efficiencies over time and continues to support current
business requirements without disruption.

This paper provides advice to CIOs who want to get started with change
and configuration management (CCM) transformation. Section 1 describes
why CCM is such a critical element of enterprise IT management strate-
gies. Section 2 explains why CCM transformation has to be led from the
top. Section 3 shows why targeting a few high profile processes early on
helps build support from both business and IT stakeholders. Section 4
describes the types of gaps most CIOs are likely to find when they com-
pare their current CCM environment with the processes and tools they will
need to get the job done in the future. Section 5 concludes with a brief
discussion of the benefits that result from implementing a well thought-out
CCM strategy.

Getting Started with Change and Configuration Management Process Improvement | Page 1
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 Section 1 Change and Configuration Management is Often the First
Step To Enabling Dynamic Business and Technology Strategies
Change and configuration management process improvement is an important
To access this document, please
firstreturn to page 1 tomany
step supporting complete
broadthe
IT transformation strategies. Whether CIOs
form. want to reduce costs, make IT more responsive to the business or implement a
services view of IT management and operations, CCM processes must be tightly
integrated and standardized. Without well-defined CCM processes, supported
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c specialists have a very difficult time communicating, resolving
problems and planning for the future. As ITIL explains, configuration manage-
ment data and CCM processes are core IT control points that must be aligned
and standardized if an IT organization is going to successfully manage increas-
ingly complex infrastructure and operational requirements (see Figure 1).

As most CIOs already know, uncoordinated change and configuration man-

agement processes often create as many problems as they solve since most
changes, upgrades and patches impact more than one technology compo-
nent and often require action by more than one operator or administrator. Lack
of communication or incomplete configuration information can result in well-
intended operators and administrators making disastrous mistakes. As a result,
something as simple as applying a security patch to a server can require mul-
tiple, time-consuming change control meetings and ad hoc communications
involving systems administrators, database experts, security specialists and
application software developersas well as their supervisors and directors.

Figure 1 ITIL Process Framework Emphasizes the

Central Role of Configuration and Change Management

The ITIL Process Framework provides a high level set of process

models for standardizing the end-to-end operation of IT. Configuration
and change management are identified as central processes which
directly impact every other process area on a day-to-day basis.

Service Delivery

Capacity Planning Reporting Security

Availability/ Service Level Budgets
Continuity Management and Finance

& Change
Configuration
and Processes
Change Processes

Release Incident and Vendor/Asset and

Management Problem Management Contracts Management

Source: Summit Strategies, Inc., www.summitstrat.com

Getting Started with Change and Configuration Management Process Improvement | Page 2
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 More complex system upgrades or new application rollouts often require months
of planning and coordination and, many times, still need to be rolled back due to
unforeseen problems resulting when changes to one systems parameters and
configurations negatively impact another platform or application. Worse, changes
To access this document, please
arereturn to page 1documented
often analyzed, to completeand the approved in different independent systems
form. using tools and databases that can only be correlated manually. Time and time
again this situation makes it difficultif not impossiblefor different functional
areas to stay in synch and often results in delays or duplication of effort.
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register multiple overlapping assessments, approvals and acceptances only
escalates when CIOs begin to implement blades, virtualization, Web services or
other emerging technologies designed to make IT more flexible and cost effec-
tive. A recent Summit Strategies survey of 100 decision makers experienced
with operating or pilot testing these technologies indicates that configuration,
communication and automation are top priorities going forward (see Figure 2).

Figure 2 Configuration and Change Management Challenges

Escalate with the Introduction of Dynamic Infrastructure Architectures

Configuration, communication and automation are top priorities for

companies that have had experience with virtualized infrastructure
technologies.

Improve cross-domain configuration

34%
and change management

Improve workload
33%
balancing/capacity planning

Implement more automation

33%
to deal with complexity

Improve communications
27%
across different IT groups

More equitably allocate 21%

costs and charge backs

Increased staff training 19%

and education

Better identity management 16%

Develop business oriented SLAs 8%

Faster IT decision making 5%

NA/Other 28%

N=100; multiple
selections permitted 0% 5% 10% 15% 20% 25% 30% 35% 40%

Source: Summit Strategies, Inc., www.summitstrat.com

Getting Started with Change and Configuration Management Process Improvement | Page 3
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 For many CIOs hoping to improve the stability of their IT operationswhile
holding down costs and enabling increased business flexibilitychange and
configuration management is an area where focused attention can have
major payback across the IT organization. It is also an area where change
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be driven 1 tothe
from complete theIT organization, if those investments are to
top of the
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More than any other set of core IT processes, effective CCM strategies
require traditional IT silos to work together in untraditional and, for some,
unnatural ways. Effective CCM processes are supported by three equally
important sets of tools:

Well defined and integrated approval processes and task workflows;

Shared, accurate asset and configuration data; and

Policy-driven workflow and automation.

Common and consistent processes are critical for aligning the actions and
decisions taken by each individual technology specialist around a consistent
set of business priorities, operational task flows and approval authorizations.
Documenting formal task workflows, identifying specific process owners and
designating approvers at each major milestone is critical. So is enforcing these
common and consistent processes across the board.

Most organizations attempting to standardize and integrate CCM processes find

that documenting the desired process can be arduous and time consuming but
well worth the effort in the end. Many organizations assign dedicated SWAT
teams to drive implementation and keep process standardization on course.

Well-implemented process standardization programs can deliver immedi-

ate benefits by streamlining and simplifying decision making and eliminating
overlapping or unclear areas of responsibility. However, to be successful,
process improvement efforts must have strong executive backing and sup-
port. Without unwavering senior-level commitment to streamlined processes,
mid-level, and even senior-level approvers and process owners might abdi-
cate their responsibilities and allow their organizations to revert back to the
old way of doing things.

CIOs consistently report they are surprised and often alarmed about the dif-
ficulties they encounter in driving cultural and process changes. Most advise
their peers to start with a few critical task areas and to insist on consistent,
universal enforcement at all levels of the organization. CIOs must be willing to
revise and simplify heavy processes if needed with an eye toward implement-
ing a level of accountability that is reasonable given the resources available
and the priorities of the business.

Getting Started with Change and Configuration Management Process Improvement | Page 4
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 Once processes have been reviewed and streamlined, IT needs to make
sure it has the data necessary to drive its critical decisionsand that the
data is accurate and easily shared across all IT groups who need access.

To access this document, please return

Critical to page
confi 1 todata
guration complete the
encompasses several types of information about
form. the IT environment. Most often, these different types of data are collected in
different systems, then are correlated and shared across IT using federated
database architectures. Critical configuration data includes both static asset
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run-time information about device and software settings, param-
eters, patch levels, and so forth. Tools are needed to federate and correlate
this information and identify dependencies and relationships across serv-
ers, storage, software, security and provisioning platforms. Making robust,
accurate, configuration data management systems available is an impera-
tive, as IT staff cannot be expected to make the right decisions if they dont
have access to the right information.

Having created an environment that is driven by accurate, up-to-date data

and standardized CCM processes, CIOs can begin developing a CCM
automation strategy to help drive down the costs of CCM while improv-
ing reliability and overall service levels. The automation strategy needs to
followrather than leadthe process and data management activities since
CIOs need the analysis conducted during the process and data reviews to
support automation planning activities.

Automation improves performance and reduces costs by limiting opportu-

nities for human error. It also speeds implementation by enabling specific
actions to be implemented immediately based on pre-defined conditions
and policies. Effective automation needs to align with the organizations
end-to-end workflow and CCM process guidelines and be triggered by met-
rics and thresholds developed using operational data.

Many organizations begin by automating very specific, manual, repetitive

processes such as patch application or desktop image compliance enforce-
ment. The more they can reduce and automate manual tasks, the fewer
opportunities will exist for human error to create service-level problems,
and the more IT staff can focus on higher value activities. Most CIOs advise
organizations to start slow with automation, targeting very well-defined
tasks for which there are few and infrequent exceptions.

Overall, the importance of senior executive leadership in CCM transfor-

mations cannot be underestimated. Service desk or mid-level managers
simply have insufficient power to influence senior executives who must
actively participate as approvers in new or re-defined projects. And, it often
takes direct pressure from the CIO to force high-level IT executives to
enforce process compliance among their own staff and to insist that each
IT group be evaluated based on how well it helps the organization execute
the CCM strategy.

Getting Started with Change and Configuration Management Process Improvement | Page 5
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 Section 3 Pilot Limited Number of CCM Processes
Once a CIO is committed to integrating, streamlining and transforming his firms
CCM approach, it is vital to select a few key processes which can quickly dem-
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onstrate to page
value1oftoCCM
completebest the
practices and provide the business case for
form. purchasing required platforms and tools. CCM requires changes at many levels,
including process design, service level metrics, process ownership assignments
and individual operator roles and responsibilities. Biting off a too aggressive
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Criteria for selecting these initial processes include areas that:

Frequently experience problems due to operator error;

Have or can define clear process checkpoints and sign-offs;

Involve several different technology domains and specialists who are will-
ing to support the process changes; and

Systems and processes flagged by compliance audits and requirements

imposed by Sarbanes-Oxley, HIPAA and related regulatory edicts.

Many organizations begin with processes such as:

Desktop image standardization and refresh;

Desktop or server patch management and distribution;

System update scheduling and lock-down procedures; and

User provisioning/terminations.

These types of processes typically require multiple technology specialists to

work together, but the end-to-end workflows are reasonably well understood
and can be documented without excessive internal debate. They are also
applications for which there is a clear business caseeither based on esti-
mated labor savings and/or support for regulatory requirements. Regardless
of the pilot processes selected, the CIOs goal is to demonstrate how sharing
configuration information, integrating configuration and change processes and
communicating better across silos can improve ITs value to the business and
reduce operational inefficiencies and errors.

After selecting target pilot process areas, the CIO must next implement a struc-
tured process (see Figure 3) that:

Documents the desired service level and workflow targets;

Assesses the ability of the current environment to deliver on those targets; and

Creates a documented set of tasks and responsibilities to fill the gaps and
implement the plan.

Getting Started with Change and Configuration Management Process Improvement | Page 6
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 Figure 3 Checklist for CCM Gap Assessment

The most effective CCM gap assessments focus on specific processes

and workflows. Initially stakeholders representing multiple
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silos1will
to complete thechallenging to work together to
find it very
form. develop an integrated process model. But, over time, the organization
will be more comfortable and efficient with the process.

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Target to all similar
Process Gap Assessment
documents without needing to register again.As Is Model Key Points of Analysis

 Identify current process SLAs  Points of decision making

 Identify existing task
owners/approval checkpoints
 Identify existing documentation
requirements and management
tools
 Identify existing configuration
management/assets and data
management tools
 Map decision making and task
execution flows/relationships
overlap; missing control points
 Ability of existing data manage-
ment tools to support target
 Ability of existing
documentation process and
tools to support target
 Missing metrics and
management dashboard KPIs
 Opportunities for mid-to-long-
term task automation

Desired Workflow Transformation

To Be Model Plan

 Define desired SLAs  Specify changes to

 Model desired task flows
 Identify optimal approvers and
task owners
 Identify required approval
points and task assignments
 Identify required configuration
management data and tools
 Identify required documenta-
tion requirements
task owners and approvers
 Select and implement
required documentation and
data management tools
 Pilot target process and tools
 Assess and refine as needed

Source: Summit Strategies, Inc., www.summitstrat.com

As part of this assessment, the CIO needs to develop a business case for the
projectone that highlights the potential near-term cost savings as well as the
expected improvements to business processes, such as faster new employee
activations or improved compliance with regulatory requirements.

Section 4 Strategies for Filling the CCM Gaps

Most organizations struggle much more with the human and cultural factors of
CCM transformation than they do with the implementation of tools and feder-

Getting Started with Change and Configuration Management Process Improvement | Page 7
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 ated configuration management database architectures. Therefore, before
committing to massive investments in new tools and technology, many CIOs
find it important to educate their staff about the need for an end-to-end pro-
cess view of IT. Whether it be ITIL training or other similar best practices
To access this document, please return toraising
education, page 1both
to complete
staff andthe
executive awareness about what it really
form. means to take a services view of IT operations can help pave the way for the
changes that will be required.
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staff similar CIOs must examine their current pro-
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models with an eye towards simplifying and standardizing workflows
and approval processes. Taking something as straightforward as desktop or
server patch management, consultants or an internal team should map out
the current flow, identify where approvals occur today, identify which indi-
viduals and roles have which responsibilities and, perhaps most important,
identify where portions of the end-to-end process become disconnected or
where required information is difficult to capture.

In the case of patch management, for example, this means noting when and
by whom the request is initiated, understanding what types of configuration
data is required for planning and assessment purposes, and noting what key
decisions need to be made in terms of when patches can be scheduled, which
systems have priority, how much notification must be given to end users and
what type of backups must be made before the patch is implemented.

During this process analysis phase, CIOs may discover that the handoffs and
coordination between systems, security and applications software specialists
are not documented or sufficiently formalized. This can result in situations
where end users encounter problems because system-level patches are
applied before applications have been updated to support them.

Such analysis can also uncover situations where missing or inconsistent pro-
cesses directly increase costs and/or reduce service levels by needlessly
adding to service desk workloads and/or delaying the closeout of trouble
tickets. It may also uncover areas where required configuration data is lack-
ing or out of date.

The process analysis phase may also point out areas where the lack of clear
process owners or measurable workflow SLAs will result in delays and unnec-
essary ad hoc interventions. For example, CIOs may find situations where too
many people participate in approvals. Reducing the number of checkpoints
might smooth out the process. CIOs may also find situations where too few
people are involved.

Depending on what the assessment shows, CIOs may need to update asset
or configuration database tools, implement tools to better correlate data, and
improve systems that map assets and runtime configuration data across mul-
tiple server, middleware and applications tiers. They may also need to define
target SLAs for each required process step, and define the appropriate approv-
ers, approval response times, and related workflow milestones.

Getting Started with Change and Configuration Management Process Improvement | Page 8
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 Once organizations define the target end state, process flows and SLAs, they
must improve information sharing between different IT silos and key business
sponsors to streamline decision making and assure that all decision makers
are reacting to the same set of real-time data. To do this, most organiza-
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deploy 1 to dashboards
multi-tier complete theallowing different stakeholders to view the
form. status and impact of changes in their own context. These tools permit every-
one to see the same top line status data and then drill into the data as needed
to get their jobs done.
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documents without needing toOnce
register again. workflows and approvals are interconnected and well under-
the target
stood, and the support, asset and configuration data is available in the shared
system, IT can begin to develop standardized policies to gradually shift the
organization away from manual approval processes, by automating selected
repeatable processes according to IT and business policies. Over time, such
activities as patch management, usage reporting and chargeback, software
distribution, desktop image management and many security configuration
policies can be implemented and enforced on an automated basisas long
as all stakeholders have agreed to the policies, SLAs and priorities driving
these automated activities.

By starting on a few, high impact process areas or regulatory requirements,

CIOs can drive the vision of ITIL into day-to-day operations, at a pace that
existing organization structures, staff and end users can more readily accept.
As the shift to a services model for IT delivery is accepted, it becomes easier
to streamline and automate more and more processes and domains.

Section 5 Next StepsCommit to CCM Reinvention and Take the Plunge

Regardless of the specific task priorities or the status of a particular firms

existing configuration and change management tools and processes, all CIOs
must approach CCM transformation as an evolutionary rather than revolution-
ary opportunity. This evolution starts with staff education and building support
and an understanding for what it means to deliver IT capabilities to the busi-
ness as an end-to-end service. It builds with targeted, in-depth analysis and
standardization of a few high profile CCM processes.

When it comes time to purchase or upgrade tools, the major investments

most CIOs need to make involve beefing up their configuration management
database platform, enhancing dependency and root cause analysis capabili-
ties and adding policy management and workflow automation tools. The most
effective tools will allow CIOs to begin to transform their CCM processes using
environments that can be extended modularly over time. They will support a
mix of agentless and agent-based discovery mechanisms and support industry
standard protocols such as CIM and SOAP.

Most importantly, CIOs will be able to justify their CCM investments with clear
business cases that include:

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More stable and reliable delivery of IT services;

Fewer, less frequent operator errors;

return
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1 to of operating
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form.

Increased ability to respond to changing business conditions as needed; and

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CCM transformation is still more of a vision than reality for the majority of CIOs.
However, leading-edge CIOs have passed the point of considering when or
why they should transform their CCM environments. To stay agile and cost
competitive, these CIOs know its simply a question of when. The sooner your
organization begins the journey, the sooner it will reap the benefits.

Mary Johnston Turner

mturner@summitstrat.com

This white paper was sponsored by BMC Software.

Summit Strategies is a market strategy and consulting firm focused on helping IT vendors quickly identify and capitalize on disruptive industry
inflection points. Since 1984, our breakthrough thinking and one-to-one consulting engagements have provided vendors with objective,
hard-hitting insight critical for creating successful market, channel and product strategies in changing markets. Our current focus is on the
adoption of dynamic (a.k.a. utility or on demand) computing among enterprise, mid-market and small business customers. For more
information, please visit our Website at www.summitstrat.com or contact Ms. Billie Farmer at bfarmer@summitstrat.com or 703-897-5188
Doc. #56584

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