Primarily my musings on the practical application of technology and management principles at a financial services company.
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| Modern Middle Manager Primarily my musings on the practical application of technology and management principles at a financial services company. |
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Change Management
Saturday, September 11, 2004 One of the areas that I've been completely ignoring is the creation of formal change management processes to govern our systems & network. Although my existing method, commonly known as, "Don't blow anything up during production hours or I'll hand you your head," seems to be working OK, it's not scalable. Our SAS 70 audits have identified this as a potential weak spot vis-a-vis industry practices. So, maybe it's time to rethink this. I have been toying around with the division of my department into two parts -- Operations and Special Projects. Changes, aka Project Requests, would first go through a Project Leader for prioritization and scoping. The project document would be reviewed by the Operations department to make certain it meets the established standards and practices for the company. Revisions get sent back. Once OK'd by Operations, the Project Team performs the implementation which is audited once again by Operations. The Special Projects group becomes the rapid implementation team once they have been given permission. I see them as performing a number of their tasks outside of regular hours, so flexibility and rapid assimilation of information are key. Besides being the watchdogs of the computing infrastructure, the Operations department will be responsible for defining standards, maintaining existing systems, automating regular processes and creating security policy. This is a detail-oriented group with a focus on uptime and stability. I've been drafting some job descriptions to fit into this new scheme. More on that later. posted by Henry Jenkins | 9/11/2004 11:21:00 AM
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