IT Change Management - Organizational Change and Technical Change Control

As detailed above in sub-section "IT Change Management Process Overview," the IT Change Management process is facilitated by OCM, which bookends the beginning and end of a change, and TCC in the middle.

A broad overview is that:

1. OCM is engaged at the beginning of a change to assess impacts, contact stakeholders, and organize activities and resources to prepare to make a change.

2. TCC activates in the middle of a change, when the change plan is submitted to the IT Change Advisory Board (CAB) for review, and coordinates broadcast communications to campus, the IT Department, and IT alert subscribers.

3. OCM continues near the end of a change, when stakeholder coordination and communication are key.

For a specific detailing of what each group offers, expand their section below, then view items within the corresponding "B. Service Offerings" sub-section.

The IT Project and Organizational Change Management (POCM) group offers a variety of OCM services to the KU Information Technology community, with a focus on communication, planning, testing, training, and tracking. For more information and to request service, contact their office as per the "Contacts" section above. 

1. Change Planning.

   • Planning aligned with the Awareness, Desire, Knowledge, Ability, and Reinforcement (ADKAR) model.

   • Assess potential impacts of a change on stakeholders, business processes, and day-to-day operations.

   • Develop and maintain tools to monitor change activities, track progress, and document issues, such as: progress-tracking spreadsheets, issue logs, action item tracking, and other reporting resources.

2. Communications and Messaging Needs Support.

   • Evaluate communication needs, such as: campus email communications, website banner notifications, etc.

   • Recommend communication timing at appropriate stages of a change.

   • Develop email templates for clear and consistent messaging to stakeholders.

3. Advanced Preparation Communications.

   • Explain what the change involves, why it is occurring, and the expected outcome with the goal of improving awareness and adoption.

   • Communicate who will be directly affected, what actions are required, and how stakeholders can prepare for implementation.

4. Stakeholder Coordination and Scheduling.

   • Aid in discussions with stakeholders to review change plans, clarify requirements, address questions, and coordinate activities leading up to implementation.

   • Coordinate stakeholder schedules and availability to support collaboration.

5. Identify and Coordinate Training Needs and Planning.

   • Assess training needs for affected stakeholders to support them pre and post-implementation.

   • Plan training activities, including delivery methods and resource requirements, to support learning and successful change adoption.

   • Coordinate and facilitate the time and details for stakeholder training sessions led by subject matter experts.

6. Project Closeout Support

   • Coordinate and facilitate lessons learned sessions.

   • Provide a 30-day post-project warranty, including follow-up with the Project Team.

The following are specific services offered by TCC.

1. Technical change process oversight and controls.

   • Normal and Standard change intake, checking, and control.

   • Emergency change intake, checking, communications, control, and approval.

   • No-change blocked window calendar management.

   • Create, manage, and control standard templates for standard changes.

2. Technical change consultation and development.

   • Consultations on proper use of technical change process and submission procedure.

   • Post-change impact evaluation for changes with significant unforeseen and/or unplanned impacts.

3. Host weekly Change Advisory Board (CAB) Meeting.

   • Upcoming normal change evaluation and discussion.

   • Upcoming normal change approval or rejection.

   • Past emergency change discussion.

   • Past normal change discussion for those that were unsuccessful or successful with issues.

   • Past standard change discussion for those that were unsuccessful or successful with issues.

   • Standard change template review and approval.

4. Broadcast communication sending from infotechnology@ku.edu.

   • Sending to it_alerts_dl@ku.edu, itstaff_professional_dl@ku.edu, and campus_tech_staff_dl@ku.edu.

   • Weekly upcoming changes email.

   • High-impact upcoming change alert email.

   • Emergency change upcoming change alert email.

5. Broadcast communication sending via IT Communications Department.

   • Email sending to the entire KU campus community.

   • Campus Insider Monday Newsletter Email - news post in an email containing multiple posts which is distributed only on Mondays.

   • KU Today Email - news post in an email containing multiple posts which is distributed daily.

   • Emma mass market email to all campus for single critical/high importance changes.

6. Broadcast communication facilitation within IT Change Management Teams sites and locations.