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Copyright Elaine David & Pam Heath-Johnston University of Connecticut, 2005 This work is the intellectual property of the authors. Permission is granted.

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Presentation on theme: "Copyright Elaine David & Pam Heath-Johnston University of Connecticut, 2005 This work is the intellectual property of the authors. Permission is granted."— Presentation transcript:

1 Copyright Elaine David & Pam Heath-Johnston University of Connecticut, 2005 This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.

2 Developing Effective Production Turnover Procedures University ITS EDUCAUSE October 18, 2005 Elaine David, Assistant Vice President Pam Heath-Johnston, Organizational Consultant

3 | University ITS Problem Consultant Report Department Experiences Request by Acting CIO, (Fall, 2003 )

4 | University ITS Consultant Report Our Department hired an outside consultant to look at three areas, one being production turnover procedures It was found that procedures varied by area; an old system was being used (AutoDoc) that needed to be eliminated; and that it is a very paper-driven process resulting in redundancy, duplication of effort and cost

5 | University ITS Department Experiences Due to various areas doing “their own thing,” it was hard to have a consistent and standard process Therefore, many areas did not do what we would consider standard operating procedures with regard to testing, notification and communication, documentation and follow-on support. Some areas didn’t bother to do anything

6 | University ITS From our CIO “To coordinate a policy of standards for turnover of production changes within our department that address testing (minimum expectations), communication (proactive notification of project lead to list of users), documentation (information about changes), and follow-on support (continued support until stability of product has been ascertained)”

7 | University ITS Investigative Research Multiple ongoing meetings/discussions Review of current practices/procedures What is turnover to production? – Notification/communication – Documentation – Testing – Support

8 Multiple Ongoing Meetings/Discussions Topics addressed with managers included: –Types of changes to be considered –Current practices –Minimal testing expectations –Information expected of the primary individual associated with the change –Vehicles available for communicating change –Follow-up support expectations | University ITS

9 Review of Current Practices & Procedures Current procedures were documented by domain area Information gathered included: –List of the various types of production changes that take place within the area –For each type of change, current practice with respect to testing, informational notification, installation documentation, and follow-on immediate support | University ITS

10 What is Turnover to Production? Notification/Communication –No consistent guidelines of why, when, how and to whom to communicate Documentation –No consistency as to the type of documentation required or where to store the documentation Testing –Testing varied from no test platform (network) to using a test platform and doing unit, system, integration and acceptance testing Support –Inconsistent levels of support provided | University ITS

11 Overall Implementation Clarification of Definitions Confirming Roles and Responsibilities Reconfiguring Daily Status group to PEOG Procedural Changes-approvals, reviews, use of USD Testing Documentation Communication to Community

12 | University ITS Clarification of Definitions What is meant by ‘Change?’ – Any implementation of new functionality – Any interruption of Service – Any repair/modification of existing functionality – Any removal of existing functionality Types of Change – Emergency: requires immediate response to correct a production problem or prevent a problem from occurring – Planned: includes major change requiring a project plan; normal maintenance; non-emergency fixes; enhancements; modifications resulting from other changes; vendor upgrades/fixes; replacement of one piece of equipment with another – Administrative: changes to user data rather than changes to software/hardware

13 | University ITS Confirming Roles and Responsibilities Defined roles and responsibilities for: Managers Production Environment Oversight Group (PEOG) Requester/Implementer of Changes Viewer of Change

14 | University ITS Reconfiguring Daily Status Group to PEOG Daily Status Group: Representatives from most domain areas met daily to react to change logs that they had no knowledge of or authority to represent PEOG: The group above still meets daily but was rechartered with members from each domain area who are fully informed and empowered to represent their area. This group is responsible for review of preventive and planned changes

15 Procedural Changes All non-emergency changes must be ‘approved’ A change request must be created (in the USD Problem Management System) 3- 7 days prior to implementation for (non-emergency) changes –What? When? Why? –Predicted effects on service during and after change All change requests will be distributed to PEOG for review and discussion prior to implementation date Changes will be included on the appropriate UITS web page Changes will be reviewed (post-mortem) by PEOG | University ITS

16 Testing Whenever feasible, a test environment will be created to allow for testing of changes prior to implementation in production Testing is required for all non-emergency changes (e.g. unit, system, integration, parallel, acceptance, post-implementation verification) Each area will be responsible for developing testing standards appropriate to their types of changes Test plans are to be documented and made available to the organization through the USD system | University ITS

17 Documentation The following minimal documentation must be maintained for changes to production : –History of change with date of change, who made change, disposition of change –Test plan and Back-out plan | University ITS

18 Communication to Community Two websites: –Network and Systems status page ( –Upcoming Changes page ( ) Change log indicates what is to be included on the web page and when it should be announced | University ITS

19 Metrics Initially: Are the new procedures being followed. – Are changes being entered into USD system with sufficient lead time and appropriate classification (emergency vs. non-emergency vs. unknown? – See Metrics 1 and Metrics 2 – Are changes being communicated to PEOG group? Yes – Are we notifying our customers? Not conclusive, needs further investigation – Are we documenting our risk analysis and test/back- out plans? Not conclusive, needs further investigation Long term: Is our production environment more stable as a result of these new procedures? | University ITS

20 Metrics 1 – Lead Time This chart reflects the % of change logs in the production environment. Anything less than 3 days is not acceptable or should only be an emergency.

21 Metrics 2- Classification All change logs are classified as planned or emergency. Unknown refers to change logs never classified by the technician.

22 | University ITS Future Focus In utilizing the Problem Management System (USD), we need to ensure staff are attaching test and back-out plans for all changes. It is being done for only a few changes We are measuring a few items such as how many changes entered, in how many days ahead of time and types of changes. We need to measure other areas We need to enhance the Problem Management System to more easily provide the necessary reports to staff for better planning

23 Lessons Learned Developing effective production turnover procedures is an ongoing process. Once all recommendations have been implemented, we will need to continue to review and refine them. We cannot expect to implement all of the recommendations at one time. We need to prioritize the recommendations, phase them in, and measure the results over time. There are still some issues to resolve so we need to continue to focus and reinforce changes made. When turnover to production was begun, we needed to view it as a project. We should have identified and involved the process owner from the beginning of the project. These changes need constant reinforcement to support the new expectations and standards. | University ITS

24 Current Contact Information Kathie Sorrentino, Assist Director, Clyde Talley, Manager, UConn Help Desk: 860.486-4357 Website: UITS, University of Connecticut U-3138, 196 Auditorium Rd, Storrs CT 06269-3138

25 EDUCAUSE Poster Board Contact Information Elaine David, Assistant Vice President, Pam Heath-Johnston, Organizational Consultant, | University ITS

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