CHANGE MANAGEMENT
PROCESS TRAINING
GNOC PROCESS - OPERATION SUPPORT DEPARTMENT
GNOC PROCESS
BACKGROUND AND
PURPOSE
DEFINITION & GOAL
DEFINITION GOAL
Change Management is the process responsible to. The goal of Change Management is to support
the need to prepare the Telecom network and
IS/IT infrastructure to meet its changing business
Following well
defined
Causing
minimum or no
requirements while protecting the services,
procedure impact to
services reducing outages, disruptions and re-works.
Control changes
in the network
Change Management Process
PROCESS OBJECTIVES
The Objectives of Change Management are :
Ensure that all changes are recorded and then evaluated, authorized, prioritized, planned, implemented, documented
and reviewed in a controlled manner.
Reduce number of incidents associated with changes.
Evaluated
Improve change perception
Increase the rate of first attempt successful changes.
Recorded Authorized
Reviewed Prioritized
Implemented Planned
GNOC PROCESS
SCOPE
SCOPE – CM PROCESS
Change Management process covers changes to the
customer’s services and resources across
the whole infrastructure lifecycle.
This process deals with the authorization to execute
changes on the customer’s infrastructure, based on the
requested plan and schedule.
It covers Corrective Changes (initiated by an incident
or problem correction) and Enhancement Changes
(initiated by an improvement execution).
BASIC CONCEPTS
• Definition of Change, CR , CAB
• Change Priority
• Definition of ECAB, WLA
• Definition of Business Requirement CR Risk
• CR State- Lifecycle
• Definition of SAF
DEFINITION OF CHANGE
Change
Any modification in the Operator’s Telecom network and IS/IT infrastructure, caused by the introduction, removal or configuration
of a resource or service that alters the infrastructure design (For example: network topology), baseline configuration or impacts on
the service definitions.
Introduction of mobile in Communication mode is Change.
Handling smooth introduction without compromise on sound quality is Change Management.
DEFINITION OF CR, CAB
Change Request (CR)
The document that formalizes a request to introduce a change in the
Telecom network.
Change Advisory Board (CAB)
CAB is a body that supports the authorization of changes and assists
Change Management in the assessment and prioritization of
changes.
Scope of CAB is to assess CRs from both business and technical
viewpoints.
CHANGE PRIORITY
Execution Urgency Change Priority
Change Priority will determine the order in which the change will be
executed
Immediate High Medium Low
• Immediate • Closest • As • As
Maintenance Requested Requested
Window
General comments General comments
General comments
Corrective changes General comments
Change to restore from Problem Corrective changes Correctives changes
service on a critical Management or with no severe that can wait for
or major incident. non-critical incidents impact but for which next release
affecting a multiple rectification can't be Improvements in
deferred to next
General Comments
Not suitable for user usability of a service
Relative to short scheduled release. or addition of new
enhancement
Maintain business
Changes. term market facility.
performance or
opportunities or
capabilities
Business
requirements.
DEFINITION OF ECAB, WLA
Emergency CAB (ECAB)
This body has the same authority and responsibility of the
CAB, but restricted for emergency CRs.
ECAB will be composed by the Incident Manager and the
Service Delivery Manager (SDM) as minimum attendance.
When the Change Manager is not involved in the ECAB, the
Incident Manager will head it.
Working Level Agreement (WLA)
A document to regulate the inter-working between Service
Delivery Management and a global or local delivery
organization
Take input from SLA/Contract
Purpose is to fulfill the SLA/Contract
Reflect the scope and performance parameters of
SLA/Contract
DEFINITION OF CR RISK
• Level 1 (Critical) : Change which will invoke service outage and will have revenue loss are considered as level 1 risk.
For example : a complete system failure , a major disturbance in the system functionality resulting in a capacity decrease
of more than 30%
• Level 2 (Major): Changes which have average risk involved and may cause service outages in worst cases. For
example: of level 2 risks are degraded availability of a service, loss of redundancy on business critical system.
• Level 3 (Minor): Change which have minimal risk . For example: service not available for a small number (<100) of
customers, loss of coverage in a limited area.
• Level 4 (NSA) : Completely Non-Service Affecting changes.
Change Type Change Risk Approval Body
Level 1 CAB, BoD, SDM
Level 2 CAB or E-CAB
Emergency Normal
Level 3 CAB or E-CAB
Level 4 CR Originator's Manager
Standard Level 4 CR Originator's Manager
CR STATES- LIFECYLE
(CR Life Cycle)
DEFINITION OF SAF
• SAF Initiation: The moment when the CR execution produces predicted service degradation or network interruption, impacting the
whole solution.
• End of SAF: The moment when impacts or degradations in networks or services due to CR execution are eliminated. Full service is
restored, even though the CR execution might be in progress.
• Fallback decision limit: The latest time to decide whether to fallback or not, depending on actual versus planned progress.
• Fallback time limit: The latest time to start fallback without exceeding maintenance window time.
• End of Change: The moment when proposed and approved procedure introducing modifications in services or infrastructure is
over. No more interventions are performed.
• End of Work: The moment when all tests ensuring infrastructure and service integrity have been performed. No alarms related to
CR execution exist.
GNOC PROCESS
ORGANIZATION AND
TOOL INTRODUCTION
ORGANIZATION : CM
Bitel Organization Roles Involved
Front Office Engineer
Front Office
Shift Leader
Back Office Back Office Engineer
Incident Management Incident Manager
Change Management Change Manager
Fulfillment Manager
Fulfillment Team Fulfillment Engineer
Authorization and Evaluation Engineer
CM - SUB PROCESSES
20022890381
CHANGE
CHANGE MANAGEMENT
MANAGEMENT PROCESSES
PROCESSES
GNOC PROCESS
SUB PROCESS - 1
NORMAL CHANGE HANDLING
NORMAL CHANGE HANDLING – SUB PROCESS
This is the first sub-process of Change Management process and has 57 work instructions.
Normal Change Handling: Changes that by their nature or priority must follow the normal change management
flow, subject to a higher level of control and prone to prioritization according to
their associated risks and impacts.
Corrective or Enhancement changes
Normal changes cover all new or enhanced infrastructure
capability or capacity or corrective changes
(except Emergency)
Controlled by the Change Manager and approved by a
CAB (exception being the NSA).
NORMAL CHANGE SUB SECTION
Record
Verify
Authorize
Normal Change
Execute Revise
& Close
NORMAL CHANGE HANDLING- SUB PROCESS (cont.)
Normal Change Handling deals with changes mostly related to achieving business requirements, technical issues
resolution or functionalities enhancements to provide better quality of service, improvement in network resilience or
security aspects. This Sub Process comprises of the following steps:
1
Change Request (CR) Recording
2 CR Type Categorization
3 CR Content Verification
4 Risk Assessment
CR Evaluation
5
NORMAL CHANGE HANDLING- SUB PROCESS (cont).
6 CR Approval
7 Scheduling
8 Readiness and Authorization to Start
9 Change Execution Monitoring
10 Clearance and Execution Report
11 CR Revision, Closure and Recording
GNOC PROCESS
SUB PROCESS - 2
EMERGENCY CHANGE HANDLING
EMERGENCY CHANGE HANDLING - SUB PROCESS
Emergency Change Handling: This is the second sub-process of Change
Management process and has 07 work instructions.
Changes originated as consequence of the Incident Management process
execution, required to restore a critical incident that is causing (or
threatening to cause) an immediate and big negative impact on the offered
service.
Emergency changes can also be applicable to major incidents, depending
on previous evaluation of the restoration time and impact associated with
this severity. For e.g. unplanned BSC migration, CP Fault on AXE nodes.
EMERGENCY CHANGE HANDLING - SUB PROCESS
Emergency Changes Handling intends to quickly assess and approve changes related to incident resolution, allowing
service restoration and minimizing impacts to customer’s infrastructure. It is ultimate handled by Incident Manager, head of
Emergency Change Advisory Board (E-CAB). It comprises the following steps:
1 Change Evaluation / Approvals
2 Change Execution Coordination
3 CR Review and Closure.
GNOC PROCESS
SUB PROCESS – 2
STANDARD CHANGE HANDLING
STANDARD CHANGE HANDLING- SUB PROCESS
Standard Change Handling: This is the third sub-process of Change
Management process and has 15 work instructions.
Periodic and low impact changes performed on the network, usually
for service and resource configuration or provisioning. Risks for this
type of changes are already pre-evaluated (during WLA sign off or
revision) and there is no need for individual change assessment by
the CAB.
For e.g. Add Node to NMS ( TXN Domain), APN addition ( Core
Domain).
STANDARD CHANGE HANDLING- SUB PROCESS
Standard Change Handling treats periodic changes with well defined scope and executed following a known and validated
procedure. It is generally performed under Fulfillment organization. This Sub Process broadly includes following steps:
1 Change Recording
2 Change Assessment and Approvals
3 Change Execution
4 CR Review and Closure
GNOC PROCESS
CHANGE MANAGEMENT
KPI’S
KEY PERFORMANCE INDICATORS
A set of quantifiable measures that a company or
industry uses to compare performance in terms
of meeting their strategic and operational goals.
Change Management Process has 13 KPIs
Out of 13 KPIs , 09 KPIs are Ericsson KPIs and 4
KPIs are Viettel's existing CM KPIs.
KEY PERFORMANCE INDICATORS- CM
KPI Description
CM01 Total number of CRs recorded in the period (for trend analysis).
CM02 Total number of TTs raised due to incidents caused by failures on change execution.
CM03 Total number of critical TTs raised due to incidents caused by failures on change execution.
CM04 Total number of major TTs raised due to incidents caused by failures on change execution.
CM05 Percentage of change failures (against total number of CRs).
CM06 Total number of unauthorized changes in the infrastructure.
CM07 Percentage of rejected CRs (against total number of CRs).
CM08 Percentage of changes executed within change schedule.
CM09 Number of changes executed within schedule.
CM10 Percentage of executed CR effectiveness.
CM11 On-time updated task ratio.
CM12 On-time finished CR ratio.
CM13 On-time closed CR ratio.
CHANGE MANAGEMENT KPI : CM05
KPI : Percentage of change failures against total number of CRs.
Purpose :The purpose of this KPI is to evaluate change execution performance.
Benefit: This measures the number of failures caused by change execution compared to total number of
executed changes in a period.
(
Data Sources: CR ID, CR Close Code.
Formula: Calculation: Change failure = Count of CRs where Close Code is not "Completed Successfully".
Total change = count of CRs
% Change failure = Change failure/Total change )*100
Tool: QLCR, Frequency: Monthly
Microsoft Word
Distribution List: The result of this KPI will be reported to Change Management team, BoD, SDM and
Document
Change Management process responsible.
CHANGE MANAGEMENT KPI : CM07
KPI : Percentage of rejected CRs against total number of CRs.
Purpose : The purpose of this KPI is to evaluate CR content consistency, priority and risk of proposed CR.
Benefit: This KPI identifies incorrect or not suitable CR content, priority, risk assessment or execution
plan/fallback plan in a period.
Data Sources: CR ID, CR State.
Calculation: Total number of rejected CRs =
Count of CR_ID where state = “Rejected”. Microsoft Word
Document
Total number of CRs = Count of CRs.
% of Rejected CRs =
(Total number of rejected CRs/Total number of CRs) *100
Tool: QLCR, Frequency: Monthly
Distribution List: The result of this KPI will be reported to Change Management team, BoD, SDM and
Change Management process responsible.
CHANGE MANAGEMENT KPI : CM08
KPI : Percentage of changes executed within change schedule.
Purpose : The purpose of this KPI is to measure operational efficiency and identify schedule conflicts.
Benefit: This KPI measures scheduling strategy performance, identifying quantity and types of CRs not
executed during planned schedule.
Data Sources: CR IR, CR State, Change executed within change schedule. (a) Retrieve Real End Time of CRs
in “Resolved” state, (b) Retrieve Earliest Start Time and Latest End Time of all CRs. Date and Time from
query (a) should be in between query (b): Earliest Start Time < Real End Time ≤ Latest End Time. if Yes,
Count = “CRs executed within schedule”
Total CRs = Count of CRs where CR State = "Resolved" or "Closed"
Microsoft Word
Formula: % of CRs executed in schedule = (Count of CR executed within schedule /Total CRs ) *100 Document
Tool: QLCR, Frequency: Monthly
Distribution List: The result of this KPI will be reported to Change Management team, BoD, SDM and
Change Management process responsible.
CHANGE MANAGEMENT KPI : CM11
KPI : On-time updated CR ratio..
Purpose : To assess on-time updated CR ratio.
Benefit: To evaluate order and discipline for updating and closing CRs of Fulfillment.
Data Sources: Total number of CRs.
Calculation: Total number of approved CRs = A
Total number of on-time updated CRs = B On-time updated CR which is updated
within 4 hours after finishing change (when updating enough information: change
result, log file, test result, KPI results).
On-time updated CR ratio = (B/A)*100
Tool: QLCR, Frequency: Monthly Microsoft Word
Document
Distribution List: The result of this KPI will be reported to Change Management team, BoD,
SDM and Change Management process responsible.
CHANGE MANAGEMENT KPI : CM12
KPI : On-time finished CR ratio.
Purpose : To assess On-time closed CR ratio.
Benefit: To evaluate quality of checking and closing CRs of CR Originator.
Data Sources: CR ID, CR Status
Calculation: Number of expired and unfinished-status CRs = A
Microsoft Word
Number of scheduled CRs = B Document
On-time finished CR ratio = 100% - 100*(A/B)
Tool: QLCR, Frequency: Monthly
Distribution List: The result of this KPI will be reported to Change Management team, BoD, SDM and Change
Management process responsible.
GNOC PROCESS
FINAL EXAM
