CMMI Framework Based Maturity Evaluation of Subscriber’s Change Management Process in Changing Organization
Ranta, Hannu Juhani (2014)
Ranta, Hannu Juhani
2014
Tietotekniikan koulutusohjelma
Tieto- ja sähkötekniikan tiedekunta - Faculty of Computing and Electrical Engineering
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Hyväksymispäivämäärä
2014-03-04
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tty-201502181100
https://urn.fi/URN:NBN:fi:tty-201502181100
Tiivistelmä
The role of the change management process in changing service organization is extremely important and problems in process can affect significantly to business. Defining the maturity of the process areas is important when process improvements are planned.
The change management process in TeliaSonera follows the best practices defined by the Information Technology Infrastructure Library (ITIL) and uses The Business Process Framework to categorize the processes. Capability Maturity Model (CMMI) is used as a framework for the maturity evaluation. The maturity of the process was not clear and the evaluation was needed to guide the further process development. Model and guidelines for evaluation were also needed.
In this thesis the maturity evaluation for the change management process was performed. The evaluation is done in two parts. The first part contains analysis of statistical data collected from reporting systems during year 2014. The second part contains a survey sent to 225 TeliaSonera’s employees working with the process. 45 answers were posted giving the answer rate of 20%.
Based on information collected using these two methods the capability profile for the change management process areas was formed. Three areas, Leadership, Processes and Tools and Individual Competences, were qualified to capability level two. Two areas, Standardization and Socialization, were qualified to level one. Process improvement should be started from level one process areas. When all areas have been qualified to level two, improvement can continue towards next level process. Improvements should contain training in all levels, more open communication between the stakeholders and commitment to the process. The possibility to substitute all supporting tools with one should be considered. The further analysis of maturity levels should be conducted and the questionnaire designed for this thesis could be used for that.
The results of this thesis provide a good starting point for the process improvement and a model for maturity evaluations in the future. Maturity evaluation was successful and pointed out the reasons for known problems.
The change management process in TeliaSonera follows the best practices defined by the Information Technology Infrastructure Library (ITIL) and uses The Business Process Framework to categorize the processes. Capability Maturity Model (CMMI) is used as a framework for the maturity evaluation. The maturity of the process was not clear and the evaluation was needed to guide the further process development. Model and guidelines for evaluation were also needed.
In this thesis the maturity evaluation for the change management process was performed. The evaluation is done in two parts. The first part contains analysis of statistical data collected from reporting systems during year 2014. The second part contains a survey sent to 225 TeliaSonera’s employees working with the process. 45 answers were posted giving the answer rate of 20%.
Based on information collected using these two methods the capability profile for the change management process areas was formed. Three areas, Leadership, Processes and Tools and Individual Competences, were qualified to capability level two. Two areas, Standardization and Socialization, were qualified to level one. Process improvement should be started from level one process areas. When all areas have been qualified to level two, improvement can continue towards next level process. Improvements should contain training in all levels, more open communication between the stakeholders and commitment to the process. The possibility to substitute all supporting tools with one should be considered. The further analysis of maturity levels should be conducted and the questionnaire designed for this thesis could be used for that.
The results of this thesis provide a good starting point for the process improvement and a model for maturity evaluations in the future. Maturity evaluation was successful and pointed out the reasons for known problems.