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Consolidating Eight IT Change Management Processes into One

How a Large Government Agency Consolidated Eight Separate IT Change Management Processes into a Single & Modern Enterprise IT Change Management Process

Transport for NSW had only just been created in 2013. All the same, they needed to centralise IT Change Control for all production systems across trains, roads and buses. This would reduce unnecessary IT-related service disruptions, while establishing a single governance model for anyone making IT change across the transport cluster.

Kirk Penn from Service Management Specialists was engaged to develop a single enterprise change management process. This process provided a single way of governing all IT change, while establishing a single and centralised view of all planned and emergency changes to the live production environment.

Transport for NSW supported over 30,000 internal staff, in addition to a variety of major IT service providers who were deeply embedded within various agency IT ecosystems. This equated to eight individual legacy change management processes across five agencies. It would be consolidated into a single enterprise change management process and change authority board.

"This was an extremely challenging work environment due to recent restructures, ongoing exit of legacy IT managed service providers and commend Kirk on the results, approach taken in the improvement of a better working environment" Mark Emberson, Director, IT Service Development Transport for NSW

Kirk established a cross agency working group, and he communicated the strategy. He worked with each individual agency, understanding specific nuisances and special requirements. This was done in order to consolidate these into a five-process block, creating an enterprise change management process. He then facilitated discussions with each agency, aligning requirements and specifically informing them of impacts for each one. Moreover, he established a weekly Enterprise Change Review Group (ECRG) & Enterprise Change Authority Board (CAB), transitioning in each agency at a time throughout the process.

The ECRG, ECAB and robust underpinning governance processes were implemented within six weeks. And, it is still in place today. Handover to the operational teams was undertaken. The Transport for NSW, as well as agency IT leadership, were delighted to have a centralised view of all change. This included meaningful change management reporting. Now that enterprise change management was in place continuous improvements were prioritised with the enterprise change management team. Kirk was asked to assist with establishing major incident management across the transport cluster.


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