My organization's main project went live on Monday. That was my third day here. Now that I've been here almost a week, I'm tasked with creating a change management plan for the maintenance of the application and preparation for phase 2, which will commence "someday." We're a Microsoft shop but open-minded.
我的组织的主要项目于周一上线。那是我在这里的第三天。现在我已经在这里待了将近一个星期,我的任务是制定一个变更管理计划,用于维护应用程序和准备第二阶段,这将在“某一天”开始。我们是微软的商店,但心胸开阔。
I'm looking for some suggestions on CM techniques and especially tools that will help with this. I'm familiar with ITIL and I've been considering how its concept of CM could apply to this project, but admittedly this one is a lot smaller than I'm used to (< 100 users versus thousands). I'm not exactly sure how, or if, ITIL can be pared down to such a small project. Or maybe I'm thinking too small.
我正在寻找关于CM技术的一些建议,特别是有助于此的工具。我对ITIL很熟悉,我一直在考虑它的CM概念如何应用于这个项目,但不可否认,这个比我习惯的要小很多(<100个用户对数千个)。我不确定如何或者是否可以将ITIL削减到如此小的项目中。或许我想的太小了。
How does your organization manage change at the system level? Does it work for you? How could it be improved?
您的组织如何在系统级别管理变更?对你起作用吗?怎么可以改进?
To further clarify, can anyone recommend a CM process and tool, perhaps from the open source or agile worlds?
为了进一步澄清,任何人都可以推荐一个CM流程和工具,可能来自开源或敏捷世界?
3 个解决方案
#1
4
Establish a review board, with senior representatives from development, operations, qa, the business, etc., with the CM manager as the chair. All changes have to be presented to the board.
以CM经理为主席,与开发,运营,qa,业务等高级代表建立审核委员会。所有变更都必须提交给董事会。
In one place I worked you needed unanimous approval to implement a change. In another a 2/3 majority was enough. At both places though, you had to get your s**t together when presenting a change; you really didn't want to be unprepared and look like a fool.
在我工作的一个地方,你需要得到一致批准才能实施改变。在另一个中,2/3的多数就足够了。但是,在这两个地方,你必须在提出改变时得到你的共同点;你真的不想毫无准备,看起来像个傻瓜。
The CM team defines the "artifacts" required to pass the control gate, usually a series of forms with a checklist as a guide. If the system is "mission critical" you may also want to do some kind of CM audit to ensure that your development process was followed (unit tests were run, files placed under version control, tagged properly with comments, QA tests signed off, etc.).
CM团队定义了通过控制门所需的“工件”,通常是一系列表格,并以清单为指导。如果系统是“关键任务”,您可能还需要进行某种CM审计以确保遵循您的开发流程(运行单元测试,在版本控制下放置文件,正确标记注释,签署QA测试等等) )。
For tools, a simple spreadsheet or database is usually enough, something you can put together yourself, tailored to your organization's processes. Keep it simple.
对于工具,通常只需要一个简单的电子表格或数据库,您可以自己组合,根据组织的流程量身定制。把事情简单化。
The CM manager also has to have some "teeth" and be able to enforce the decisions of the review board. CM is a quality process, and is there to ensure that quality standards are maintained, not that deadlines are met.
CM经理还必须有一些“牙齿”,并能够执行审查委员会的决定。 CM是一个质量流程,用于确保维持质量标准,而不是满足最后期限。
#2
2
Enforce the concept of "Variations". Make the process formal at every stage and make them fill out forms, get costing and approval etc. This will weed out a lot of "Gee, wouldn't this be nice... for free" and also will identify which changes are major and worthy of being their own projects / subprojects. Keep a risk register and openly discuss how any proposed changes may affect the project as a whole.
强化“变奏曲”的概念。在每个阶段使流程正式化,让他们填写表格,获得成本和批准等。这将淘汰很多“哎呀,这不是很好......免费”,还将确定哪些变化是主要的并且值得成为他们自己的项目/子项目。保留风险登记册并公开讨论任何拟议的变更可能对整个项目产生的影响。
#3
1
More companies in the UK seem to be embracing ITIL for Change Management. The last couple of places I've worked have used an application called Sostenuto which tries to match with the areas like Incident, Problem and Change Management. I'm not convinced whether it's the best way to go about things yet though.
英国的更多公司似乎正在接受ITIL的变革管理。我工作的最后几个地方使用了一个名为Sostenuto的应用程序,它试图与事件,问题和变更管理等领域相匹配。我不相信这是否是最好的办法。
#1
4
Establish a review board, with senior representatives from development, operations, qa, the business, etc., with the CM manager as the chair. All changes have to be presented to the board.
以CM经理为主席,与开发,运营,qa,业务等高级代表建立审核委员会。所有变更都必须提交给董事会。
In one place I worked you needed unanimous approval to implement a change. In another a 2/3 majority was enough. At both places though, you had to get your s**t together when presenting a change; you really didn't want to be unprepared and look like a fool.
在我工作的一个地方,你需要得到一致批准才能实施改变。在另一个中,2/3的多数就足够了。但是,在这两个地方,你必须在提出改变时得到你的共同点;你真的不想毫无准备,看起来像个傻瓜。
The CM team defines the "artifacts" required to pass the control gate, usually a series of forms with a checklist as a guide. If the system is "mission critical" you may also want to do some kind of CM audit to ensure that your development process was followed (unit tests were run, files placed under version control, tagged properly with comments, QA tests signed off, etc.).
CM团队定义了通过控制门所需的“工件”,通常是一系列表格,并以清单为指导。如果系统是“关键任务”,您可能还需要进行某种CM审计以确保遵循您的开发流程(运行单元测试,在版本控制下放置文件,正确标记注释,签署QA测试等等) )。
For tools, a simple spreadsheet or database is usually enough, something you can put together yourself, tailored to your organization's processes. Keep it simple.
对于工具,通常只需要一个简单的电子表格或数据库,您可以自己组合,根据组织的流程量身定制。把事情简单化。
The CM manager also has to have some "teeth" and be able to enforce the decisions of the review board. CM is a quality process, and is there to ensure that quality standards are maintained, not that deadlines are met.
CM经理还必须有一些“牙齿”,并能够执行审查委员会的决定。 CM是一个质量流程,用于确保维持质量标准,而不是满足最后期限。
#2
2
Enforce the concept of "Variations". Make the process formal at every stage and make them fill out forms, get costing and approval etc. This will weed out a lot of "Gee, wouldn't this be nice... for free" and also will identify which changes are major and worthy of being their own projects / subprojects. Keep a risk register and openly discuss how any proposed changes may affect the project as a whole.
强化“变奏曲”的概念。在每个阶段使流程正式化,让他们填写表格,获得成本和批准等。这将淘汰很多“哎呀,这不是很好......免费”,还将确定哪些变化是主要的并且值得成为他们自己的项目/子项目。保留风险登记册并公开讨论任何拟议的变更可能对整个项目产生的影响。
#3
1
More companies in the UK seem to be embracing ITIL for Change Management. The last couple of places I've worked have used an application called Sostenuto which tries to match with the areas like Incident, Problem and Change Management. I'm not convinced whether it's the best way to go about things yet though.
英国的更多公司似乎正在接受ITIL的变革管理。我工作的最后几个地方使用了一个名为Sostenuto的应用程序,它试图与事件,问题和变更管理等领域相匹配。我不相信这是否是最好的办法。