Introduction to the agile change management process
The organization adopting
DevOps is using agile ways of working and developing products and services. In practice, the change management process is still in use. However, the question is how to integrate the required change management controls and still apply to agile!
Definition of agile change management process
collision
One of the most commonly used practices or ITIL® is the analysis of the impact of changes. However, the word "impact" has two meanings. The first meaning is the scope of change. Then, which
applications and infrastructure components are changed in scope (function request). The scope also indicates the amount/time of the change. The second meaning of the word “impact” is the consequence or the risk of not managing change. This impact is measured by the loss of time, money, reputation, market share, etc.
risk
ITIL change management also determines the risk of change based on probability and impact. This leads to high risk, medium risk or low risk.
Agile change management process concepts
Change permissions
ITIL process change management uses change permissions. This category includes emergency changes, minor changes, normal changes and major changes. Minor, normal and major changes are determined based on the impact of changes. The change authority has been authorized to launch the realized product. Examples of change authorities are developers, operators, change managers, change control boards (CCB) and management teams (MT).
Best practices for DevOps code
Who believes that
DevOps will terminate the use of change management best practices or ITIL will be surprised by the results of research on the level of control within the Dutch organization [Best 2016]. All ten organizations are still using change management to control agile development projects. However, the role of change management has been adjusted. This article describes how to make change management agile.
Control level
The first is to change the role of the changing authority. CCB is composed of new CCB members. The product owner now appears in the CCB. In addition, CCB's mission has changed. Only the theme and epic decide. If the feature is even a high-risk story, CCB may still be involved. CC's decision can be made quickly, because the agile project has been completed, see article planning).
The vertical split function (see article split function) is managed by the product owner. The function of split horizon has been managed by multiple product owners. Coordination is performed by the change manager.
Cut
Delegating control to the product owner greatly speeds up the change management process. As the CCB agreed on greater changes, there is less waste.
In addition to the features derived from the release plan, customers can also submit feature requests. This should determine the size. If it is an epic, CCB approval is required. If not, you only need to change the manager when multiple
DevOps teams fulfill a functional request. However, the product owner is now the starting point, so requests can be routed quickly.
But the question is whether no more waste has been eliminated. The answer is simple, yes, of course it is possible. There is still a lot of waste in processing characteristics due to the analysis of customer characteristics. (See article function record).
Waste is located in management functions, acceptance criteria, test cases, stories and related test cases. Moreover, the features in the story are broken down, distinguished, influenced and risky. In order to eliminate this waste, it is necessary to better understand the processing of these function requests.
Function manager
The best practice to speed up management is the Pareto ratio of functions (requests). The question to ask is that 80% or all features of a particular application are related to 20% that may be changed. Actual analysis shows that this is the case. For a specific application, the following tasks must be completed:
Architectural picture: Create the architecture of the application, and draw the interface with the environment in the architecture. The application is described as CI in CMDB. This function is described at this level.
Components: Detailed description of the architecture and its internal components. Fight for ten components. Identify the components and describe them with a paragraph.
Their story: Identify possible technical changes for each component. These are possible stories. There are also 80% of all feature requests.
Scenario: Define possible types or problems of customers to change the application. Give them a scene number. Describe which components need to be adjusted and which stories are needed based on the situation
route map
This basic roadmap creates an entity model into which all elements (requests) can be converted:
Scene ID
Function template
Apply for CI
Component ID
Story template
The ease of management standardization makes it possible to use templates. By selecting a scene, the above objects are created automatically and provide information if possible. Since the scenario has been developed, the test case templates can be linked.
Control project simulation game
Last but not least, the impact and risk of each option can be determined once and applied in advance. CCB can approve the product owner in advance according to the situation.
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IT project management software recommendations Top IT project management software solutions for DevOps teams
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