The Ultimate IT Professional's Guide to Managing and Consulting - Getting the Job Done-1921573147

8/10/2019 The Ultimate IT Professional's Guide to Managing and Consulting - Getting the Job Done-1921573147

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The IT Professionals Guide to

Managing and Consulting



The IT Professionals Guide to Managing and Consulting

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Copyright © 2008

Notice of Rights

All rights reserved. No part of this book may be reproduced or transmitted in any

form by any means, electronic, mechanical, photocopying, recording, or otherwise,

without the prior written permission of the publisher.

Notice of Liability

The information in this book is distributed on an “As Is” basis without warranty. While

every precaution has been taken in the preparation of the book, neither the author

nor the publisher shall have any liability to any person or entity with respect to any

loss or damage caused or alleged to be caused directly or indirectly by the

instructions contained in this book or by the products described in it.

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Many of the designations used by manufacturers and sellers to distinguish their

products are claimed as trademarks. Where those designations appear in this book,

and the publisher was aware of a trademark claim, the designations appear as

requested by the owner of the trademark. All other product names and services

identified throughout this book are used in editorial fashion only and for the benefit of

such companies with no intention of infringement of the trademark. No such use, or

the use of any trade name, is intended to convey endorsement or other affiliation

with this book.




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TABLE OF CONTENTS

FOCUS INTERVIEWS – OVERVIEW ........................................................................5

FOCUS INTERVEW – THE FIVE WHYS .................................................................21

FOCUS INTERVIEW – IT FOCUS INTERVIEWS .................................................... 25

FOCUS INTERVIEW – MANAGEMENT INTERVIEW FORM.................................. 43

FOCUS INTERVIEW – IT INTERVIEW FORM.........................................................65

PROCESS ENGINEERING – PROCESS WALKTHROUGH ................................... 75

PROCESS ENGINEERING – WORKFLOW.............................................................77

PROCESS ENGINGEERING – CHANGE PROFILE..............................................101

PROCESS ENGINEERING – CLIENT ARCHIVE ANALYSIS................................105

PROCESS ENGINEERING – CUSTOMER REQUIREMENT ANALYSIS..............107

PROCESS ENGINEERING – OVERALL PROCESS CHARTING ......................... 109

PROCESS ENGINEERING – PROCESS ANALYSIS FORMS ..............................117

PROCESS ENGINEERING – VALUE CHAIN & TIME ANALYSIS.........................127

PROCESS ENGINEERING – BROWN PAPER CHARTING..................................131

PROCESS ENGINEERING – BROWN PAPER FAIR ............................................145

WORKGROUP SKILLS – EFFECTIVE MEETINGS...............................................149

WORKGROUP SKILLS – FACILITATION..............................................................159

WORKGROUP SKILLS – AFFINITY PROCESS....................................................165

WORKGROUP SKILLS – METAPLANNING..........................................................177

WORKGROUP SKILLS – PROBLEM SOLVING TEAM BUILDING.......................179

IT DIAGNOSTICS – OVERVIEW ...........................................................................195

IT DIAGNOSTICS – BUSINESS ALIGNMENT.......................................................199

IT DIAGNOSTICS – BUSINESS ALIGNEMENT FINANCIAL ANALYSIS ..............209IT DIAGNOSTICS – PROJECT BUSINESS CASE ................................................ 225

IT DIAGNOISTICS – INITIATIVES ASSESSMENT................................................231

IT DIAGNOSTICS – USER SATISFACTION..........................................................241

IT DIAGNOSTICS – IT SERVICE UNIT ANALYSIS...............................................253

IT DIAGNOSTICS – MANGEMENT PRACTICES..................................................263

IT DIAGNOSTICS – PROJECT REVIEW...............................................................271

IT DIAGNOSTICS – TOOLS, METHODS & TECHNIQUES...................................279IT DIAGNOSTICS – TECHNICAL ENVIROMENT..................................................285




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IT DIAGNOSTICS – SYSTEM ARCHITECTURE...................................................293

IT DIAGNOSTICS – SYSTEM FUNCTIONAL AND TECHNICAL QUALITY.......... 309

IT DIAGNOSTICS – ACTIVITY ANALYSIS ...........................................................327

IT DIAGNOSTICS – IT ORGANIZATION & PROCESS MANAGEMENT PRACTICES

FORM.....................................................................................................................339

IT DIAGNOSTICS – PROJECT REVIEW FORM ...................................................359

CHANGE MANAGEMENT – UNDERSTANDING CHANGE ..................................367

CHANGE MANAGEMENT – TASKED BASED TEAMS.........................................389

CHANGE MANAGEMENT – COACHING AND FEEDBACK..................................399

CHANGE MANGEMENT – OVERCOMING RESISTANCE TO CHANGE............. 415

GENERAL TECHNIQUES – BEST PRACTICES ...................................................429

GENERAL TECHNIQUES – BUSINESS IMPACT MATRICES, CAUSE & EFFECT

...............................................................................................................................437

GENERAL TECHNIQUES – CORE COMPETENCES & CRITICAL SUCCESS

FACTORS ..............................................................................................................441

GENERAL TECHNIQUES – DAY IN THE LIFE OF (DILO)....................................445

GENERAL TECHNIQUES – KPI ............................................................................461

GENERAL TECHNIQUES – ORGANISATION DEVELOPMENT...........................469

GENERAL TECHNIQUES – PARETO CHARTING & THE PDSA CYCLE ............ 473GENERAL TECHNIQUES – RACI .........................................................................485

GENERAL TECHNIQUES – SWOT & ROLE SPIDERS ........................................501

SOFTWARE TOOLS – BUSINESS MODELING & STIMULATION........................505

SOFTWARE TOOLS – TOOLS INTRODUCTION..................................................515

FURTHER INFORMATION ....................................................................................519




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FOCUS INTERVIEWS – OVERVIEW

Interviews• Confidential, one-to-one interviews with managers at all levels and across

functions• Gain views on current situation, organizational strengths and initial

opportunities for improvement• Tailored to the individual client’s situation

Objectives of the Interview• To gain thorough understanding of the individual’s role and responsibilities• To get individual perceptions of areas of opportunity and potential barriers to

improvement• To build commitment to and ownership of the change program• To ”make a friend” - gain support for additional assistance and involvement




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The interview process is based on hypothesizing key issues • Study or further develop the hypotheses• Change drivers => issues => ideal solution• Develop questions to verify the hypotheses• Test the interview• Refine the questionnaire• Carry out the interviews• Correlate results• Validate and complement the early hypotheses and develop new ones•

Present results to client

The interview helps to define opportunity • Provides team with initial direction for further studies• Helps to establish a theme - what kind of project is needed• War stories and testimonials provide proof that need for improvements exists• Provides opportunity to gain perceptual or job related data




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Expectations of the analyst / interviewer

• Level of detail must be sufficient

• Complete answers to all open ended questions

• Specifics for war story data (e.g., data, names, etc.)

• Bullets written in narrative form

• Logical and consistent perceptions

•

Get to the real issues• Format must be easy to review for findings

• Content must be meaningful and specific to interviewee’s department

and experience

• What is he/she really saying ?

• Capture direct quotes whenever possible

• Probe to examine real issues




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Continued…

• Essential to understand

• Departmental functions

• Departmental performance

•

Opportunities for improvement• Relation to broader project




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There’s an endless list of reasons why an interview can fail

Interviewee demands information from you that you cannot give

Interviewee does not turn up

Interviewee runs out of time

Interviewee has brought 5 colleagues along

Client restricts interviewee list

Interviewee has just been interviewed

Interviewee is temporarily unstable

Interviewee ducks questions

Interviewee changes agenda

Interviewee does not want to do interview

Interviewee thinks you are assessing him (hire/fire decision)

Interviewee worried about confidentiality

Interviewee does not believe your reasons for interview

Interviewee wants to be your best friend




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The checklist should become second nature in all clients contacts

• Preparation of the interview

• Did you agree a location ?

• Did you agree a start time ?

• Did you check the hygiene factors ?( Interviewee had a cup of coffee etc)

• Did you check the name and position of the person being interviewed ?

• Execution of the interview - Introduction

• Did you introduce yourselves ?

• Did you explain the purpose of the interview ?

• Did you confirm/clarify the time contract ?

• Did you confirm interviewees position/capacity ?

• Did you outline the framework of the interview and explain roles ?

• Did you explain to what end the interview would be used ?




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Continued…

• Execution of the interview - Close

• Did you finish with an open question (is there anything else you would like

to tell me ?)

• Did you agree/clarify any next steps and timings ?

• Did you thank the interviewee ?

• Follow up

• Are your interview notes in a readable format?

• Do you have any quotes ?

• Are the key points summarized ?

• Do you know who and when to feedback your interview notes ?

• Have you quality checked the interview - do you think it’s honest and accurate

?




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Objectives of the interview

• Introduce yourself and why you’re here

• Business assessment purpose: to lead an assessment effort by reviewing

processes, consolidating ideas and suggestions, analyzing and evaluating

the findings and to help develop a master plan and operating strategy

• This interview: to capture your perceptions, ideas and suggestions

• Confirm and expand our understanding of xxxx

• Understand your department, its role and major activities

• Capture your view of xxx strengths and opportunities for improvement




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In this your view of the business ?

(Company org chart here)

• Where are the strengths ?

• Where are the opportunities ?

• What role does your department play ?

(Probe: consistent across all product lines ?)




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Information

• Do you get the information you feel you need to plan/do/review these activities

?

• Where do you get this information ?

• Is it in the form you would like ?

• Is it available in a timely fashion ?

• What additional information do you need ?




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What does ”PERFORMANCE” mean to you ?

• If we were to work together to remove these barriers to performance, what

percent increase in performance do you think would result

• 10% 20% 30% 40% 50% or more

• What would be the chances of success of a joint effort ?

• none poor fair good excellent

• If NONE/FAIR/POOR...Why ?

•

Is the climate right for a joint project?• If NO...Why ?

• What initiatives are currently under way to address performance ?




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FOCUS INTERVEW – THE FIVE WHYS

What is it?The Five Why’s is an interview technique that is used to drill down to the problem,rather than accept action around a symptom.

Background• Have you heard the story about the CES who called on a client who wanted to

hire a project manager, and walked out with a systems transformation?•

The Five Why’s is a technique to get there in one session, rather than severalmonths.




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Example of Use – 2• Ensure that no sludge enters the system again and the problem is fixed.• Fixing the fuse would not fix the problem.

(Example after “Kaizen” by Masaaki Imai)

When to use it• When you want to solve a problem, and not a symptom.• Before initiating an action without a clearly understood outcome (see PDSA).• To focus limited resources on the most effective action.




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Critical Issues• Ensure that you remain objective. You are looking for data on the process,

not someone to blame.• Avoid an event oriented explanation. You are looking for the cause of the

event. “Because I did not tell him to,” is an event. Continue to ask “Why didyou not tell him to.”

• Do not try to solve the problem using this tool.

Conclusion• The Five Why’s focus on the identification of a problem, not its solution.• Ensure that the problem is identified in “Process” terms.• Select the most appropriate tool to solve the problem.




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FOCUS INTERVIEW – IT FOCUS INTERVIEWS




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. . . however, they were quick to state the need for dramatic changes in IT • “We need to shape the IT mission based on business needs, not on

technology”• “We can't get systems delivered on time that do what we want or need.”• “They are a major contribution to cost - there are too many people for the

value that's being added”• “Corporate data is a major issue”• “The quality, timeliness, consistency of IT information needs to be improved”• “Systems that support our business are old, not user-friendly, and many of the

things we do are still done manually - without mechanization.”• “IT needs to treat end users like customers - they need to remember they are

a service organization”•

“We've got to get out of the box”




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What they said about . . . executive leadership/vision• “The problem is not lack of vision, it's executive leadership.”• “There is an inability to translate vision into an

action plan to actually achieve the vision.”• “We are told that we are empowered, but then we

are micromanaged.• “We have really great people, but I don't think our

management thinks that.”• “There is an emphasis on the hot cause of the moment - and that changes by

the minute.”• “We have a hell of a lot of smart people, but our management beats them up

for not accomplishing the impossible. We need a leader with practical

experience who will reward successes as well as honest failures.”• “Stuff comes out one month and gets canned the next.”• “I wish I knew what motivated senior management - we're so short-term

focused.”• “We have way too much management, but no leadership.”




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What they said about . . . performance goals/measurement

• “We're supposed to have a QAT looking at this,but they're focusing on the wrong things.”

• “We don't have a clear and consistent list of goalsto work from . . . we waste a tremendous amountof resources arguing about these goals.”

• “Most things are measured on the “noise level”from the users . . . we're certainly not measuredon schedules or budgets.”

• “We need to set the bar - people need to understandwhat's required - what is a good job.”

•

“Today, they (IT) seem to be measured on some sort of internal system-oriented format that has no correlation to what the end user perceives.”• “It is not clear to me what IS's goals are or how they measure it.”• “We don't have a clue whether we're doing a good job of developing systems.”• “If we don't have a goal, we can't have a plan.”• “IT doesn't appear to have goals that relate to the business success, but then

neither does anyone else.”




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Continued…

What they said about . . . team building

• “We've got a tough job of building a team in IT.It may not be possible with the management wehave today.”

• “You can't have team building without trust . . . andthere is no trust.”

• “Incentives encourage individual achievement vs.teamwork.”

• “People are too concerned with protecting their jobs to work together as a team.”

• “Teamwork extends to building customer/supplier relationships.”• “Teamwork starts at the top . . . and it doesn't exist there either.”• “We still look for who's responsible for failure . . . encourage teamwork.”• “We need to develop teamwork and trust, then empower people. It's okay to

fail on occasion.”• “We've built huge walls between the AVP organizations in IT.”

• “It's hard to partner with your customer when you're so busy fighting amongstyourselves.”




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What they said about . . . funding for IT

• “IT budget is not linked with company operations.”• “Funding is based on the previous year — not tied to new work.”• “There is a large disconnect between resource requirements and the IT

budget.”• “. . . we need to get meaningful corporate priorities in place to drive IT

funding . . . and stick with the priorities.”• “I feel like we're on an allowance . . . it's crazy.”• “If IT is so important to this corporation, let's put some dollars behind it.”• “The 'no free lunch' saying applies.”• “We have no idea how much resource is enough or what's the right stuff to

be working on.”




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What they said about . . . IT vision• “We need a clear, more concise understanding of not just where we're going,

but how we'll get there . . . the 'how' is what has been really missed.”• “We don't have a clear vision, top to bottom, as to what our role is .”• “We do need to know where we think we're going.”• “Real lack of clarity . . . what is IT going to be?”• “I think there's a vision for IT, I just don't know what it is.”• “I haven't been given a good enough road map so I can tell my people where

we're going.”• “We need to drive IT strictly by business needs — driving down costs and

increasing functionality.”• “Have a consistent direction that everyone buys into. . . not only by IT, but

users as well, . . that is practiced daily.• “We don't know how to get there from here and we're not sure where 'there'

is.'”




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Similar views...different ways to get thereIT Said...

• “Make sure we're working on the right stuff.”• “Work efforts producing an end product that is effective for the business.”• “Developing systems quicker and better.”• “Reduced staff with full utilization of people.”• “Creativity, quality, enthusiasm, go extra mile.”• “Applications fit the user's needs the first time.”• “Improved use of funds.”• “A work environment that's relaxed and productive.”

IT Customer Said . . .

• “Ability to profitably serve our customers at a high level of service.”

• “Improved customer satisfaction.”• “Faster delivery of products and services to end customers.”• “Improved resource utilization . . . or value added activity”• “Quality.”• “Fewer gaps between requirements and deliverables.”• “Direct impact to earnings.”




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Underlying both optimism and pessimism is the need for change…Why Chances are Good

• “Only because last month would have been better.”• “ORG is a high cost company and losing ground.”• “Internal recognition of vulnerability to competition.”• “If we don't we're going to self-destruct.”• “The level of pain.”• “Tremendous dissatisfaction with IT.”• “While the wounds are still fresh.• “We have to be more innovative faster.”• “Assume support from top level officers.”• “I think our customers would help us if we made an honest effort.”

…Why Chances are Poor• “So many improvement programs have been implemented with no result. . .

people have a 'here we go again' attitude.”• “Budget constraints.”• “Organization is in turmoil, making it difficult to structure and implement.”• “People are becoming cynical . . . reorganization hasn't occurred yet.”• “Top management commitment is not there — attitude starts at OM level and

goes up.”• “There's too much anger and frustration in IT right now.”• “If we don't we're going to self-destruct.”




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FOCUS INTERVIEW – MANAGEMENT INTERVIEW FORM

IT Services

Executive Management InterviewsManagement Interview Form

Status: Draft

Version: 0.1

Release Date:




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Document Control

Author

Prepared by <name and / or department>

Document Source

This document is located on the LAN under the path:

I:/IT Services/Service Delivery/Functional Specifications/

Document Approval

This document has been approved for use by the following:

<first name, last name>, IT Services Manager

<first name, last name>, IT Service Delivery Manager

<first name, last name>, National IT Help Desk Manager

Amendment History

Issue Date Amendments Completed By

Distribution List

When this procedure is updated the following copyholders must be advised through

email that an updated copy is available on the intranet site:

<Company Name> Business Unit Stakeholders

IT




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Management Interview Form

CONFIDENTIAL

Interviewee: Title:

Years with the

Company:

Department:

Years in Management: Interviewer:

Time in Current

Position:

Date:

Executive opening comments:

Often the executive to be interviewed has some comment or question right up front.

These are to be encouraged as they set the stage for you as a good listener and you

can often find some key issue that they are vitally interested in. Or they just may

have some questions about the IT Diagnostics and how the information they provide

will be utilized.

Question 1 (R) Describe your Organization / Department / Mission /

Function

You may also ask them to sketch their organization chart or to list the activities

they are responsible for or the major groups of people. You need to understand

this executive’s place in the organization in order to better understand the context of

their answers. You can also gather descriptive statistics on the size of their

operation (number of people, growth, locations, etc.) to help you frame their problem

set.




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Question 2a. (O) What’s the mission of the company (use actual name

here)?

This is more background information but is interesting to compare the answers givenby business executives and IT executives. Strategies you suggest should be either

directly supportive of or complementary to the business mission. There should be

good congruence of answers here and if not, leadership problems or at least

communications problems at the highest levels exist.

Question 2b (O) How does IT contribute to that mission?

This question seeks a clear definition of the business value of IT. It used to establish

in the minds of executives, especially business executives, the part IT plays in the

value chain and positions IT as being an essential piece of the product/service

delivered to the end customer.

Question 3a (R) What are your Business Strategic Imperatives (what are

your plans and why)?

You may also phrase this to ask for goals and objectives. The former language is

more appropriate to the business executive and the latter to IT. You are trying to

understand the drivers for the actions of this executive. This is a particularly

important question to see if IT is in sync with the business and where it’s headed.

And it helps XX understand about the future plans this organization has.

You are gathering information about this executive’s area of responsibility. He/she

may wish to talk about their goals within the bigger picture of the entire division or

company. Gather all the information you can about the larger entities but

concentrate this interview on this area of responsibility. Get all the hard copies you

can on goals and objectives as this helps frame your overall prescriptive strategies.

A question we also ask business executives is what are your customer’s major

business objectives; major performance improvement objectives. We are




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looking for an extension of the internal value chain to the customer of the business

executive. We want to find out if they know what is driving the customer and if they

are trying to meet those needs/expectations and ultimately if that will translate to

IT requirements. It’s a way of tracing demand and value offered by the IT function as

it supports the business executive’s desire to service their customer. We nearly

always use this particular question with business executives.

Question 3b (R) What’s critical to achieving these goals?

For the business executives, we are looking for the IT connection. Is IT on the

critical path for this executive to achieve his/her objectives? And specifically, is there

some aspect of IT that is vital? (Often technology in some form is part of this

answer.) For the IT executive, we are looking for a discussion of the

problems/constraints he/she feels is critical to meeting their goals. This can tell us

where to focus some of our other diagnostics.

You can also phrase this question around the information necessary to achieve their

objectives- or add this as a separate question or group of questions. You can ask

what critical information do you need to do your job and follow up with questions

on the data itself, what is the source of this information and is it always accurate

and timely.

Again, you’re looking for the IT connection to business and the internal IT reliance on

data from other areas of IT. This often points to problems in production services and

with data access, currency and reliability.

Question 3c (O) What are the most important things you personally do?

In trying to understand this executive’s role, you may wish to see how he/she

personally contributes to the value delivered to the customer. What an executive

spends their time on is the true indication of what they view as important. Careful

listening here can uncover possible re-engineering opportunities.




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Question 4a (O) Do you have a formal (written) strategy?

This question is trying to see whether the client has committed to paper their

business/IT strategies. Most organizations are ad hoc in their planning (although

many have year by year MBOs). This presents opportunities for an ISP as well as

other means of formalizing the planning process.

Question 4b (O) Does it include IT?

This question is asked of business executives to see if they are devoting the

attention they need to IT or if they even see IT as a player in their plans for the

future. (We often make the point that business execs have no right to complain if

they don’t get involved in providing direction and resources for the IT area of their

business.)

A variation of this question is to ask what is the role of IT in executing your

business strategy. The focus is still how the business executives view IT - as a

partner, as a service organization, as an afterthought.

Question 4c (O) What percentage of your time is spent on IT issues?

Doing What?

This is even a more direct attempt to have business executives quantify the

importance of IT to their strategies. If the number is high, it could be either because

IT is considered a partner or because of IT problems which are draining executive

time to get resolved. That’s why you must follow up with how they spend their time

on IT issues.

Question 5a (O) Who are your major customers?

This question seeks to establish the value chain in an organization. Sometimes the

customers identified are external (e.g. if the question was directed to a Marketing

executive) and sometimes internal (IT executives nearly always answer with aninternal view but this is expanding with EDI and other technologies that link IT across






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ISP implications for IT and is also a question designed to determine if the allocation

of resources is correct and will stay correct for the planned future. It is also an

indictment of those reactive organizations that do not plan and can lead to numerous

opportunities in the planning area.

Question 6 (R) What measures do you use to assess client

satisfaction?

We are looking for written surveys (ask for a copy if they use them), focus groups,

random telephone surveys, anything that they use regularly to assess how well their

customers think they are doing. If the business executives have a program (and

often they do) can this be used (as least as the basic model) for a similar program

within IT - they should be linked. If a formal method does not exist (and this is often

the case in IT) this tells you about a break between customer and service provider

and provides us an opportunity in assessing customer satisfaction for the client.

If one exists for IT, get the results for the past few years and match those with the

comments made in the business management interview sessions. If they are in

sync, next item, but if not, and nearly all are not, you need to assess customer

satisfaction with IT using our survey form.

Question 7a (O) How is your group’s performance measured?

This question is asked to see if there is a real connection between stated objectives,

things like MBOs, and rewards. You are looking also for those verbal (non-

documented) measures of performance which exist in any organization. Solutions

you suggest should fit with the actual measurement/reward system (or you may even

recommend that they should change it).

This question can also be expanded to ask about the company as a whole or the IT

organization as a whole. It is sometimes valuable to gather the opinions of

executives on how things are done and how well they are going in areas not their

own.




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Question 7b (O) How is your area doing against its objectives?

This is a sounding board question that sometimes elicits information on the fairness

of the measurement system itself or other constraints that stop an organization from

meeting its objectives. Sometimes the age and complexity of older legacy

applications stop development and maintenance groups from meeting service level

agreement objectives. This may point to another AM opportunity or perhaps a

conversion opportunity to be explored.

This question can also be expanded to ask about the company as a whole or the IT

organization as a whole. It is sometimes valuable to gather the opinions of

executives on how things are done and how well they are going in areas not their

own.

Question 7c (O) How are you personally measured?

For most executives, this question catches them off guard. Allow them time to think

without interruption. The most common answer is “I don’t know” or said a different

way, “I’m not sure”. The question is designed to make measurement a personal

issue. It gets the executive involved on a personal level and can also point out flaws

within the system that we may be able to address.

Question 8a (R) What are the three biggest strengths of your company

Strategies you suggest are always more easily agreed to when they are in line with

the strengths of the organization. And this question is to see if IT is supporting the

company at its strong (competitive differentiating) points. We look at the answer

here and compare that with where IT is spending its resources (time and money) to

see how they align.

You may also ask the question about the three biggest weaknesses to find out

problems and to again see if IT is aligning its resources behind what the corporation

needs.




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Question 8b (R) What are the three biggest strengths of your group/area

This question is a build upon 8a with a more in depth look at the executive’s own

area of responsibility. Sometimes you can find that business executives feel that

areas of IT are very weak in certain services and you hear IT executives announce

that those areas are strengths. You can also see redundancies and internal

inconsistencies (e.g. our people are our greatest strength and greatest asset but you

find no career path, no training available and very high turnover). This question can

also be asked using weaknesses.

Question 9a (R) If you were the CEO (use the incumbent’s actual name

here), what would you do to improve the performance of IT at “client company

name”

You are looking for quick hits or long term fixes to performance problems. Often you

will get organizational suggestions when asking the question this way. The business

executives will tell you what they think IT needs to do to help them. IT executives

usually mention resources or some other IT department that constrains their

performance.

You can follow up this question (depending of course on the interviewee’s answer)

by asking would it be simple to implement such suggestions or how would they

implement such suggestions.

Question 9b (R) If you were the CIO (use the incumbent’s actual name

here), what would you do to improve the performance of IT at “client company

name”

This question is mainly for the IT executives but can be used on the business

executives as well (9a tends to work better on the business executives and the CIO)

and is designed to elicit similar responses as question 9a.




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Question 10a (R) You have been away for a year (an extended vacation all

expenses paid), how would you determine if the IT function had improved

while you were away?

This question provides an avenue for determining and establishing the needed

metrics within IT to determine how well it is currently functioning.

Things that would be looked for are the efficiencies that can be developed in the IT

Departments and how to better align it to the needs of the greater organization.

Question 10b (R) what sources of information would you use? What

criteria?

This is one of the most powerful questions we use and it is always asked in some

form or another. If your interview time has been cut short, get to this question (10a,

10b).

We ask this to get at the core problems with IT as executives see them. We

determine what they want improved (what’s personally important to them) and

equally as important, what they consider improvement to be, and in the second part

(10b) what they would look at or who they would talk to) to make that determination.

Variations:

Sometimes we begin the question from the viewpoint of your customers. Again

we are attempting to establish the linkage of everything IT does to the customer.

Business executives treat this as meaning external customers and IT executives

usually answer in terms of their internal customers whether from the business areas

or from other areas of IT. Be sure to get an understanding of who they mean when

you ask the question this way.

A second variation changes the question from IT to business. You ask about a

specific area of the business instead of the IT function. This is for business




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executives who are trying to improve the way they do business. It captures their

thoughts on what’s wrong and what they view as improved performance.

Another common variation, one that is easier to tabulate but much less powerful in

extracting information and is therefore not recommended, is to ask the question as a

multiple choice of pre-provided answers.

You would say ...upon your return, which three of the following list of items

would you look at to determine if the IT function was more effective today.

Then you would create a list for the interviewee to mark off three (or two or four,

some small number of) items.

Sample categories:

IT meets budget and schedule commitments

IT costs (charge backs) are reduced

IT communicates effectively with its customers

IT takes the initiative and is a full business partner

Applications meet the needs of the business

Applications are accurate and dependable

On-line systems are always available

On-line systems have consistently good response

IT uses new technologies to serve its customers

IT meets customers’ requests promptly

Business costs are reduced

IT has made the business more competitive

Business effectiveness is increased

Question 11 (R) If you had the power to instantly fix one dysfunctional or

broken aspect of today’s IT organization, what would you do?

This question is designed to uncover quick hits. What’s the worst of the worst? As

you tabulate interviews you see patterns of problems and suggested solutionsemerging. You also see the “have not” departments within an organization express






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Question 14 (O) List the most important application systems for your

area (limit three to five).

The intent of this question is to begin tracking which systems serve which areas of

the business. The system names are matched with the application demographics

results and with the results from the technical and functional quality analytics to

determine if these systems are being maintained/enhanced at a level the business

executive needs and that the company has the resources to service. For XX this can

mean opportunities for Applications Management, new project development and/or

conversions.

Question 15a (O) What are the key software development projects for

your area? (Include those recently completed, those underway, and those

planned)

Like question 14, this question looks at the applications important to a specific

business or IT executive. The intent is to understand the pipeline of application

changes and how these new projects will impact the findings on the older systems

(Is a development project going to replace a system we see as being of poor quality,

etc.)

Question 15b (O) Are you aware of any specific IT initiatives underway at

the present time? Who is leading the effort?

This is directed at business executives. We are looking for IT infrastructure activities

beyond business as usual. The purpose is to examine the communications between

IT and the business. We often have recommendations about IT/business linkage

and the importance of ongoing communications. This is just to see if the business

people know that IT is retooling or moving data centers or is reorganizing, etc.

A version of that we ask IT executives Are you aware of any business initiatives

where IT is not a player. Again looking for communications but going further to see if

the business executives are proceeding on their own. This can mean that they will

“dump something off” to IT when they feel the time is right or perhaps that they willdeal with a third party to help them, not internal IT. As many business executives




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today have the freedom to directly choose their suppliers this could be an opportunity

for XX to partner with the business leaders for specific solutions but must be done

with caution as IT is very often our client and the one who puts us on preferred

vendor lists.

Question 15c (O) What IT projects not underway would provide significant

value to your organization?

This is the reverse side of the question designed to solicit unmet demand from the

business executives. It works as well with IT executives as they look at training and

retooling and organization moves that have not been made that they believe would

help significantly. For XX, the answers here speak of project work viewed by some

executives as valuable but that is not getting done so it represents a way for us to

partner with the internal shop to expand their resources to meet all critical customer

needs.

Question 16 (O) What other departments must do their jobs well in order

for your group to be successful? Which of their activities are important to

you?

This question is designed to uncover interdependencies and, in particular,

constraints. You can often find IT mentioned by business executives as a necessary

player but usually stated ...if they don’t... not stated in the sense of a business

partner. The answers given help establish the value chain all the way through to the

end customer.

We do not usually use this question with the company president.

Question 17 (R) What are the barriers, if any, to improving performance?

Usually this is worded to improving IT performance as our emphasis is on IT but if

is worded in the more open fashion to allow business executives to discuss their

ideas for their areas and these in turn would in the end have IT implications. Orsome will even just say that IT is the barrier. We are looking mostly for the political




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or organizational barriers. There are always real constraints that surface here but

most of the opposition to improvement is political as change threatens those in

charge of the existing way of operating.

This is an essential question but often you will get individuals reluctant to answer,

especially true if this is a joint interview. You need to prod a little and not blindly

accept, “there are no barriers” as a valid answer.

An alternative way to ask this question is Are there obstacles to full participation

by your group (or any group) in this improvement program. This makes it more

personal and puts the interviewee on record as saying that his/her group will fully

cooperate. If they identify obstacles or conditions then you must address those in

your recommendations - even if they are unreasonable, they must be addressed.

Question 18a (R) What does improvement mean to you?

In question 18c, you will ask for a stated improvement percentage but it’s first very

important to clarify just what this executive means when he/she talks about

improvement. In any improvement program the question of how to take the benefits

of improvement comes up but is not usually specifically addressed (lower costs, do

more work with the same cost, respond more rapidly, etc.). The answers here tell

you the expectations executives hold about how to harvest the benefits of an

improvement program.

An additional piece of information you may want to find out is what this executive

sees as good. Sometimes there is a particular company he/she had in mind

(perhaps a shop where they used to be employed) or sometimes it can even be a

particular computer software application they see as the utopia for their current

situation. You might ask what other companies have you looked at or thought

about as models for what you want to do. And if the conversation is leading you

this way, you might also inquire about what computer packages this executive

has in mind or has heard about and why he/she thinks they would help here

and now.




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Question 18b (R) How would these improvements be measured?

Usually executives have some idea of what they want to happen but in order for us

to quantitatively help them; we need to be able to measure the effects of our

recommendations. The best place to start is with the executives themselves to see if

they have measures in mind which they would trust. This way we don’t impose a

measure they will have little faith in or may not even understand.

Question 18c (R) If we could remove the barriers that you identified to

improving performance, what would the resultant improvement % be? (Limit

to increments of 25%)

This question is asked because the answers can be easily tabulated and it makes a

convincing story about just how much room for improvement there actually is in this

organization.

Question 19 (O) If we embarked on this improvement program, what

would be the probability of our success?

Poor Fair Good Excellent

This is a question that is again easy to tabulate and report on and can be a powerful

indictment of a company in gridlock. This question is asked of lower level managers

and technicians in the audience analysis sessions to see if executives and workers

are in sync about the chances for success. Usually they are not in sync as

executives tend to be much more optimistic.

Question 20 (R) Can you identify improvement opportunities that can be

implemented quickly?

This question is strictly for quick hits, or what executives believe should be quick hits.

Business executives often identify areas of their business that they believe would

improve dramatically if they had a new computer system to do such and such or if




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improvements to the existing support systems could just.... IT executives usually

have a short list of items that are planned or in progress that just haven’t turned up

yet. You can use both sets of ideas to make recommendations. And even if they are

working on some ideas you can add value by restating or refining the ideas so that

they can be implemented much more quickly (or in stages), just so you can get some

value as soon as possible.

You should also ask what’s currently underway and how’s it progressing. This

is so you can add to what is already being done and don’t suggest to them a solution

that they have already embarked upon.

Question 21 (O) What areas of the software delivery process should we

pay closest attention to?

This question is asked of IT executives (and lower level IT managers in the audience

analysis sessions) and is meant to narrow our search for significant problems. A

pattern usually develops in the answers and this helps us to make sure we don’t

overlook a problem that is widely believed to be serious.

Question 22 (O) If you attended the annual stockholders meeting and

you had the opportunity to meet the CEO (use actual name here) and could

briefly say one thing to him/her, what would it be?

This is a true confessions question - what’s the most urgent issue or even what’s

going very well at this moment in time. This question is valuable only if a pattern

develops in the answers. If the comments are positive, we use that to talk about

strengths and how our recommendations fit with those strengths. If negative, how

our recommendations and next steps address the problem/concern that people want

the chairman to know about.




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Question 23a (O) Circle five adjectives that describe the culture of your

organization today.

Flexible Rigid

People-oriented Task-oriented

Proactive Reactive

Participative Directive

Team-oriented Individualistic

Trusting Suspicious

Sensitive Insensitive

Results Driven Failure driven

Short term Long term

Close Minded Open Minded

Entrepreneurial Bureaucratic

Vacillating Decisive

Risk taking Cautious

Sociable Status Conscious

Finance Driven Technically Oriented

Question 23b (O) Circle five adjectives which you would use to describe

the culture of your group as you would like it to be.

Flexible Rigid

People-oriented Task-oriented

Proactive Reactive

Participative Directive

Team-oriented Individualistic

Trusting Suspicious

Sensitive Insensitive

Results Driven Failure driven

Short term Long term

Close Minded Open Minded

Entrepreneurial BureaucraticVacillating Decisive




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Risk taking Cautious

Sociable Status Conscious

Finance Driven Technically Oriented

We usually limit this question (23a and 23b) to IT executives or we change it to ask

the business executive about the culture of the IT organization. (It’s valid as-is for

the business executive if you are working strictly with them on some kind of

transformation.)

These are two separate sheets of paper we hand the interviewee and allow them to

circle their responses. The form needs enough white space to allow for that and it

should have nothing else on it but this question.

When embarking on an improvement program, culture is always an issue. There

can underlying reasons (environmental constraints) for the culture being the way it is

that we as a company can address - perhaps through better project management,

better training, delivering on time and on budget, agreed to maintenance service

levels - all concrete actions that can raise confidence and increase professionalism,

etc.

Question 24 (R) Tell me about _____

At nearly all the shops we visit, there is some major IT initiative going on or about to

begin. Usually an IT Diagnostics is done at the beginning or early on in the life of

one of these major IT infrastructure projects. Customize this question to ask about

the project. See what is known, what is supposed, what the expectations are, etc.

Use this to frame your recommendations. Ask of business leaders as well as IT

leaders.

A specific way to ask is what to you is a successful project. This determines what

they know and what they consider to be success for this major undertaking.




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Question 25 (O) Prioritize the following management issues. List the top

five in rank order that you think we should focus our improvement efforts on.

Do each list separately, choosing five from each list

Business Management

____ Executive Leadership/Vision

____ Organization Structure

____ Communications

____ Information Technology

____ Operating Procedures

____ Delegation of Authority

____ Supervisory/Management Training

____ Clear Roles & Responsibilities

____ Team Building

____ Performance Goals/Measures

____ Other (Write In)

Technology Management

____ IT Vision

____ Funding for IT

____ Databases

____ Application Development Tools

____ Platform Architectures

____ Network Architectures

____ Standards

____ Consolidation of IT Functions

____ Decentralization of IT Functions

____ Application Development & Support

____ User Involvement

____ IT Planning

____ Life Cycle Methodology




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This question is asked by handing interviewees a piece of paper and letting them fill

in the numbers one through five in each section. We are looking for commonality

among answers. We don’t want to overlook areas where they believe they need

attention. We may suggest some fundamental changes need to made first but we

want to address what’s on the client’s mind.

Question 26 (O) Is there anyone else you think we ought to interview for

this project?

If the interview schedule is set, we don’t usually employ this question. We use this if

we feel we are not getting a broad enough cross section to arrive at valid

organizational conclusions. You will always get an answer to this question - most of

the time they volunteer this information without you asking for it.

When working in the business area or on a workflow engagement, this question

helps you follow the flow of work by identifying significant players in the process.

Question 27 (R) Is there anything you would like to add or do you have

any questions that I might be able to answer for you?

This is more of a courtesy but is also an opportunity for some follow on contact.

Always leave your business card and a local number if you have a desk at their site.

Encourage follow up and mention that you might call them if you need some

clarification on answers. Leave the channels of communication open as much as

you can.

If the interview is not one on one, you may not have the candid answers you need,

so the door opening at the end can be of vital importance.




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FOCUS INTERVIEW – IT INTERVIEW FORM

IT Services

Focus InterviewIT Interview Form

Status: Draft

Version: 0.1

Release Date:




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Document Control

Author


Document Source



Document Approval





Amendment History


Distribution List




IT




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Interviewee __________________

Phone # __________________

Department __________________

Ref # __________________

Title __________________

Interviewer __________________

Level __________________

Date __________________

Introduction

• Consultant • Interview Method • Time Frame

• • Note-taking

• Project Overview • Card Sort

• Purpose of Interview • Confidentiality

1. Client

• Years with company ____ • Years in mgmt ____ • Years in position

____

• Comments:

2. a. Please sketch out (draw) your group's organization chart and describe the

key activities performed by each of the groups or people. Include number

of people, locations, growth of function/area.

b. As a group, what are your goals and objectives?




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3. What are the three most important things (critical tasks) that you do?

4. What key pieces of information do you need to do your work? Where do you

get this information today? Is the information you need consistently accurate

and available on a timely basis?

5. Is there anything in your reporting system that is particularly beneficial (or

deficient) in assisting you in managing your responsibilities?

6. How is your group’s performance measured? How are you measured?

7. What do you see as the three biggest strengths of the company? Of your

area?

•

•

•

8. If you were in <PRESIDENT>‘s job, what three actions would you take to

improve the performance of information / information systems at the company?

•

•

•

9. If someone asked you to identify the one single critical issue or dysfunctional

("broken") aspect of the company information systems, what would you say?

Why?




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10. Imagine that you have been away for a year. Upon your return, what three of

the following ten items would you look at to determine if the IT function had

been effective while you were away? (When interviewing IT individuals, ask

them to put themselves in their customer's shoes when answering this

question.)

Process Quality

1. IT "takes the initiative"

_____

2. IT and customers communicate effectively

_____

Product Quality

3. Delivered applications meet customer needs

_____

4. Applications have low error and failure rates

_____

Service Quality

5. High system up-time, availability, and response time

_____

6. Customers can get service when needed

_____

Business Value

7. Business costs are reduced _____




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8. Business effectiveness is increased

(i.e., reduced business cycle time/better management info)

_____

Cost

9. IT meets schedule and budget commitments

_____

10. IT costs reduced

_____

11. Identify the specific departments within the company Information Systems that

your group depends on, and the specific things they must do well in order for

your group to meet its goals.

12. What are the five major systems that are critical to you? Rank the importance

of the system in the areas of strategic and operational importance as high,

medium, or low.

Strategic importance refers to the impact a system has on the competitive

positioning of the business.

Operational importance refers to the impact a system has on the actual

running of the business (i.e., the business cannot run without it).




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Strategic Operational

System Name Importance Importance

(high,med,low) (high,med,low)

_________________________ __________ __________

_________________________ __________ __________

_________________________ __________ __________

_________________________ __________ __________

_________________________ __________ __________

13. What do you perceive to be the mission of the company? How does IT

contribute to that mission?

Mission:

IT Contribution:

14. What IT-related initiatives are currently underway, and who are the individuals

responsible for each of the initiatives?

An initiative is considered to be any non-application development activity

above and beyond the normal scope of business activities, such as data

centre consolidations, special training programs, reorganization efforts,etc.

Initiative Person Responsible




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15. Are there any ongoing non-IT initiatives that you are aware of where IT can

add value?

Initiative Person Responsible

16. What major system development or enhancement projects are currently

under way?

17. Card Sort

I have a series of cards here to show you; each card has a management issue

printed on it. As you look at each card, think about how to significantly improve

competitive performance or financial performance. After looking at the cards, sort

them into two piles: 1) areas in which we could work to significantly improve

performance, and 2) areas in which smaller improvements could be achieved.

Then rank order the "significant" pile by priority of areas you think we should work

on first and dedicate the most effort toward improving.

For all individuals (Quotes for non-IT individuals only)

Priority Priority

Executive Leadership / Vision Supervisory/Management

Training

Organization Structure Better-Trained People

Communications Roles & Responsibilities

Information Systems Team Building

Operating Procedures Performance Goals / Measures

Delegation of Authority Other




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For IT individuals (Quotes for IT individuals only)

Priority Priority

Information Vision Consolidation of IT Functions

Funding for IT Decentralization of IT Functions

Database Architectures Applications & Applications

Support

CASE Tools "Owner" (User) Involvement

Platform Architectures Information System Planning

Network Architectures Classical Systems Development

vs. Iterative Prototyping

18. If we were able to work together to remove the barriers to improving

performance that you have identified, what % increase in performance do you

estimate would result?

10% 20% 30% 40% 50% 100%+

What does "performance" mean to you?

How would these improvements show up? How would they be measured?

19. If we entered a project together to remove these barriers to achieving

performance improvements, what would be the probability of our success?

NONE POOR FAIR GOOD EXCELLENT




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20. Is the climate right to enter into a joint improvement program at this time?

YES NO

Why or why not?

21. If you were riding up the elevator with <PRESIDENT> and could tell him one

thing, what would it be?

22. Say that one year from now you were telling me about the results of "a very

successful project" with XX. What would we have accomplished to make you

so satisfied?

CLOSING

23. Is there anything else you would like to add to what we have talked about?




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PROCESS ENGINEERING – PROCESS WALKTHROUGH

How to do a Process Walkthrough

• Step 1: Decide on the case that you are going to follow through the process

• Often different types of products are flowing through the same process

partly and have partly own process parts. For example, a mortgage for a

high amount of money will need more signing, and therefore more

operations and flow time than a mortgage for a low amount of money

• Step 2: Make all data needed to reflect the chosen case and, if necessary, fill

in the form(s) with which the process to be studied, starts

• Step 3: Walk through the process, starting at the point where the request

enters the clients organization

• At every operation ask

• What will you do now with this case? What data do you need? How long

will it take? Are all cases the same? When finished, where will you send

it? etc,

• Step 4: Document the process, for example in a process map




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Managing the links is a first step towardsBUSINESS PROCESS AUTOMATION

Task - Task

• Captures and controls temporal and other dependencies between tasks.

• Manages the dynamic "flow of work" in the business process

Tasks - Applications

• Captures and controls how computer resources, software applications and

data will support the process

• Provides automation and "information logistics" (the right information to the

right person at the right moment)

People - Tasks

• Captures and controls how people work within the process

• Manages the computer support provided to individual for working on tasks

within business processes




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Workflow supports the claims process• It manages the flow of activities in accordance with defined business rules.

• It involves people in the process in accordance with the defined process

model, taking into account their roles in the organization.

• It provides individuals with information and access to computer resources as

needed in the process.




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The way to use WORKFLOW

• During AS-IS and TO-BE:

– to model the existing/future process, the way the processes interacts with and

use underlying IT. It is also used to model how measures are to be captured

from the processes.

• During DELIVERY:

– to build the IT run-time support system for the new processes.

• Later, during DEPLOYMENT and EXECUTION of the new processes:

– used as a central part of the IT system to manage the execution of processes

and to capture process measurements.

WORKFLOW is a good means to prototype TO-BE processes. A workflow prototype

of a process allows it to be animated in full scale, using multiple user workstations,

and can be used in role plays to gain insight in how the process will behave and be

perceived by the future users.




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Understanding the benefits to our clients If your clients frequently ask themselves questions like:

• What is the status of Mr. Brown's request?

• Why did this take much longer than usually?

• What are the priorities?

• What has to be done with this report when I have finished it?

• Which is the proper procedure to handle this case?

• Who is available to do this?

• Where is the Black dossier - I need it now!




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Implementation of workflowWORKFLOW can in principle be:

• manually implemented,

• coded as part of application software,

• managed by a dedicated system,

usually called workflow or process management system




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Workflow Case Study• Underwriting process

• Automation of As-Is

• Screen captures from this to a Visual Basic mock-up, found in the electronic

handbook

• Example of process prototyping with workflow

– suitable for "role games"

– hooks for IT to trigger your imagination




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Workflow vs. GroupwareWorkflow

• pre-defined flows

• every case is an "instance" of a type case

• exchange of information according to flows

Groupware

• every case is unique

• all information available to everybody at all times

• notifications by mail

• sequencing controlled by the people in the process




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Summing up Workflow supports the dynamic aspects of business processes without hard-

wiring them into the IT-system.

Major benefits for our clients:

reduced cycle times

better control and visibility

information when needed

simplifies systems evolution (business, process and IT)

Major benefits for us:

rapid prototyping of process solutions

something "concrete" to deliver

provides starting point for implementation project: GET OUR FOOT IN




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•

Workflow manager:• PROCESS WEAVER

• WEB server:

• low-range free-ware (e.g. CERN)

• middle-range (e.g. Netscape)

• high-range (e.g. CGS NOVA for Intranets)

• Document management:

• if needed: use WEB-enabled document database (ORACLE, Documentum,...)




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PROCESS ENGINGEERING – CHANGE PROFILE

Change Profile : Technique

• Change Profile can be used

• as a tool for Delta Analysis in a Process Development project

• in a general Transformation Design of a whole Programme

•

The change profile describes the AS IS situation, the Early Wins as well as theintermediate and final TO BEs

• It is developed in management workshop(s) in order to get management

commitment and mobilization for implementing the changes

• The main results are

• a overall view and agreement of the total change

• preliminary project portfolio

• consistency of the individual change activities




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PROCESS ENGINEERING – CLIENT ARCHIVE ANALYSIS

Client Archive Analysis

• How to use

• Step 1: Organize for archive analysis. Find out which data you need to

know and what data is recorded, either on paper or electronically, that

you can use

• Step 2: Decide on the test sampling method. If electronic data is

available: are you going to use all data or part? If data should be

gathered from a paper archive: how large should the test sample be?

Which procedure is used to select cases?

• Step 3: Gather data

• Step 3: Process data to get the needed information




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PROCESS ENGINEERING – CUSTOMER REQUIREMENT ANALYSIS

How to Conduct Customer Requirements Analysis

• Step 1: Define characteristics of:

• products

• distribution

• customers (product/market combinations) etc.

• Step 2: Prioritize objectives:

• price

• quality

• delivery speed

• customer service etc.

• Step 3: Competitive Analysis

• position organization within the competitive field

• Step 4: Segmentation

•

Segment the customers of the organization into different product/marketcombinations and define the demand characteristics




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PROCESS ENGINEERING – OVERALL PROCESS CHARTING

Why do we need overall process charting?

• Alignment of process development work

• Aligns terminology

• Maps / positions the work at hand

• Better communication

• Assists in bridging brown papers, streams and business processes

• Increases business management’s understanding of business drivers

• Describes how the business can be steered

• Demonstrates the inter-relationships of processes

• Mapping of information systems

• Provides a foundation to map systems against

• Helps to understand what areas are covered and what not




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What is a process, what is it good for? • A business process is flow of activities required to satisfy a business need

• A business process usually refers to the value added tasks

• A business process is driven by a customer demand

• A business process produces a service to its customer




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Processes have certain characteristics

• Processes have one or more clients

• The client is at highest level external (real customer, shareholder,

authority etc.)

• At lower levels, the sub processes may have internal customers (e.g.

other processes)

• Processes may cross organizational boundaries

• Everybody needed to produce the service is involved• Processes have interdependencies

• The success of processes depends on the performance of others

• Process can be measured from its customer’s point of view

• Customer satisfaction, response time, flexibility, effectiveness

• Process can also be measured from internal efficiency point of view

• Cost per order, margin per order






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Continued…

“Maintenance” related

• Up-time Management

• Managing Availability

• Lifetime Management

• Maintain Capacity etc.




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PROCESS ENGINEERING – PROCESS ANALYSIS FORMS

When to use Process Analysis Forms?

The main tools for gathering information about current processes are Focus

Interviews and Brown Paper (or other) Workshops

Process Analysis Forms can be effective, when

• It is difficult to get people together to workshops (e.g. wide geographic

spread)

• You want to gather a lot of information in advance and use the workshop only

to get a consensus

• You need a standardized way of working in team consisting of consultants

and client personnel

Don’t forget that Interviews and Workshops are always needed also for the

mobilization purposes, not only for getting the data!




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PROCESS ENGINEERING – VALUE CHAIN & TIME ANALYSIS

How to use the technique (steps)

Gather information

• Data sources for building a value chain are:

• structured interviews with management

• documents describing the processes and organization structure

• reports about the branch of industry the firm is in

Define relevant value activities

• disaggregate broad functions into activities

• isolate activities with discrete technologies and economics




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Continued…

Disaggregation stops when activities are isolated and separated that:

• have different economics

• have a high potential impact of differentiation

• represent a significant or growing proportion of costBuild value chain using the generic value chain model (next page)

• Analyze value activities

• linkages within the value chain

• vertical linkages (with suppliers and channels)

• value adding

Decide which activities are of strategic importance




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PROCESS ENGINEERING – BROWN PAPER CHARTING

WHAT IS A BROWN PAPER ?

It is a pictorial representation of an entire process, detailing the actual steps taken

and highlights all applicable interfaces, decision points and information sources.

WHY DO A BROWN PAPER ?

• Show the process’ areas of strength

• Show areas of opportunities

• Show the big picture: “forest and the trees”

• Provoke thought for improvement opportunities

• Promote common understanding - increased cross-department learning and

fewer knowledge gaps

• Tell a story

• Use as a training tool




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BROWN PAPERS CAN DEPICT SEVERAL STATES• Can be used in a variety of applications

• AS-IS (actual process in use today)

• SHOULD-BE (process according to procedures)

• COULD-BE (optional methods)

• TO-BE (model for implementation)




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Define activities down to the level of detail necessary to obtain comfort &understanding. Identify opportunities by drawing a red cloud around it

Participants can become confused when trying to simultaneously understand and

document several different flows - by choosing one similarities and differences can

be more readily identified

To ensure understanding of the flow ask one person to tell the story to the other

participants

Assign responsibility to a small group of people for finalizing the process flow

diagram

OTHER THINGS TO REMEMBER

• Identify one flow and discuss it start to finish, using pencil to capture the

information

• Integrate other flows with the first one

• Ask one person to step through the completed flow to check its accuracy

• Assign a subset of the group the responsibility for finalizing the Brown Paper

• Use colored “Post It” note to label:

• Strengths (green)

• Opportunities (yellow or pink)




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GUIDELINES FOR BUILDING A BROWN PAPER• Don’t create a finished brown paper from scratch

• Disagreement about how the function is completed is acceptable

• Make not knowing the answer to every question an acceptable situation

• Be sure participants understand that the steady stream of questions is not an

attempt to trick or humiliate them

• Ask for hard copy and completed examples

• No value judgments

• Identify one stream of activity and do it start to finish

• Write explanations directly on the brown papers

• Specify percentages “yes” or “no” for decision points

• Use arrows to show the flow

• Rule of thumb




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HELPFUL HINTS• Bind the edges of the paper with tape

• Use icons where possible to tell the story

• Process boxes and diamonds have black outlines

• Use dark colored pens when writing boxes / diamonds

• Use black ink for all lines and arrow heads

• Strength boxes outlined in green; opportunity outlined in green

• Use Post-It Notes for comments; benefits (green) and opportunities (pink) are

different colors

• Opportunity flags should be placed on chart after comments have been

obtained and should be numbered




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BROWN PAPER SHOPPING LIST• Room requirements

• Big table

• Large continuous wall space

• “Tackable” or “tape-able” wall

• Supplies

• Brown paper or butcher paper (3 ft. wide / 50 lb. weight)

• Markers

• Thick and medium width• Permanent, non-bleeding, non-toxic (Sanford, “Mr. Sketch”)

• Masking tape

• Scotch tape, gluestick, spray mount and “tack a note” stick

• Scissors

• Post-it Pads (3x3 or 3x5)

• ICONS (including boxes and diamonds)

• Push pins

• Live documents• Blank paper




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ELEMENTS OF A GOOD PROCESS FLOW• High client involvement

• Capture process-formal; informal; emotional

• Highlights opportunities for improvement

• Details all critical activities (“As-Is”)

• Simple and self explanatory

• “Live” documentation

• Captures all perspectives

• Icons and humor help communicate




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PROCESS ENGINEERING – BROWN PAPER FAIR

You should always consider organizing Brown Paper Fair(s) as a part of a PD-

project

• Brown Paper Fair is a good tool to

• Validate and ensure ownership of all the work that has been done during

the project

• Ensure common understanding and consensus for change

• Mobilize management and organization for implementing the change

• Brown Paper Fairs can be organized at different milestones of the project

(after AS-IS, TO-BE, Delta analysis)

• In some cases Brown Paper Fairs are big events with hundreds of participants

creating a large-scale mobilization, but even very modest Fairs can be very

effective




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Brown Paper Fairs

“This is how you can help us to improve the brown paper further:”

• Write a yellow post-it note if the description is incorrect

• Write strengths on green post-it

• Write weaknesses on red post-it notes

• Stick your post-it notes on to the brown paper

• Sign your name on the list to the right






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WORKGROUP SKILLS – EFFECTIVE MEETINGS

OBJECTIVES OF THIS CHAPTER

Develop a shared understanding of effective meeting criteria and Identify and review

the skills and techniques utilized to effectively manage meetings




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DO THIS BEFORE THE MEETINGGoals Identify your goals

Objective Define a written objective

Agenda Develop a timed agenda

Content / Process Plan content and process

Materials Prepare clear, concise and focused materials

Roles Define roles and responsibilities

Pre-position Assess need for pre-positioning

Logistics Determine location and support requirements




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MEETING OBJECTIVES• Problem solving

• Communication information sharing

• Review and discussion

• Expectations of participants

• Planning

• Decision making

• Selling




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MEETING ROLES AND RESPONSIBILITIESLeader Meeting preparation

Decision making

Actions assignment

Meeting notice of logistics

Assigns role of meeting minutes

Facilitator Meeting preparation support

Controls the meeting process

Time keeper

Team Members Generate ideas/ provide

recommendations

Build on ideas of others

Add expertise to meeting

Recorder Takes minutes, notes of meeting




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REACHING CONSENSUS DECISIONS• Set a time contract

• Develop / post an agenda and objectives

• Clarify the roles and responsibilities (leader, facilitator, participants)

• Record comments and questions on flip charts

• Practice positive meeting behaviors

• Develop an action plan (what, who, when)

WHAT TO DO IN MEETINGS• Headline

• Be positive

• Listen actively

• Paraphrase

• Establish time contract

• Observe time contract

• Build on other’s ideas

• Use the “how to” (H2) action phrase




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Continued…

• Use the “I wish” (IW) action phrase

• Stay focused

• Stay in process

• Use “in and out” note taking

• Help ideas “over the wall”• Set up “win/win” situations

• Remember, no idea is a bad idea




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FLIP CHARTS IMPROVE GROUP MEMORY• Central point of attention focuses on task

• Instant recording of contents/process

• Data and information becomes knowledge

• Single source note taking

• Accurate recording and consensus

• All ideas are good ideas (everyone gets to play)

• Continuity - pick up where team left off

• Transfers idea ownership to team

• Visual reinforcement of accomplishments

• Facilitates accountability and agreement

• Team credibility is felt by everyone




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•

Members are sensitive to each other (empathy)• Team sessions flow smoothly

• No one loses or feels negative

• Hidden agendas become unnecessary

• Defensiveness is decreased - cooperation is promoted

• Team and individual goals are satisfied

• You, your team, and your enterprise WIN !




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WORKGROUP SKILLS – FACILITATION

WHAT IF . . .

A Resource or Group of Resources Begins to Take Over the Meeting?

• Remind the group that the leader needs to be in charge.

• Be very tactful but interrupt the resource and ask others to comment.

• Don’t look at the individual when you are presenting a question.

• In a win/win manner, ask the resource to write down these ideas so you can

capture them later.




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OrThe leader is unable to come up with an action plan?

• Take a break and discuss the matter with the leader.

• End the meeting at this point, establish a time to meet again, and ask the

leader to make a few assignments.

Or

The time contract is not being kept?

• Frequently remind the group of the time contract.

• Write the time contract on the flip chart.

• Ask someone to remind you what time it is at certain points.

• Establish times at which you expect the group to reach certain points in the

process.




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What if…

Some resources do not appear involved with the team or process?

• Try to draw those members in by asking their ideas.

• Quote tactfully a statement the individual made to you outside the meeting.

• Site something his/her department has done as a good example.

• Ask everyone to spend a couple of minutes writing down ideas. later in the

process ask them what they wrote and include those ideas on the flip chart.

• Call on the shy individual by name to give an opinion but ask the question on

a familiar subject.

If Two or more resources engage in side discussion?

• Direct a question to one of the individuals.

• Ask those who are participating in side discussions to share their ideas with

the entire group.

•

Remind the team that there should be only one discussion in the meeting at atime.




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OR…Two persons in the group who hold a grievance against each other begin to launch

into personal attacks?

• Remind the team that personal comments are not allowed in this process.

• Refocus the discussion on the group level topic or issue at hand.

• If the disruptive behavior persists, call for a break, and inform the individuals

that they will have to leave the meeting if they cannot stay focused on the

group-level topics or issues.




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The group gets out of control with everyone talking at once?• Identify the person who “has the floor”.

• Indicate awareness that many persons have a point to make; put the group

“on hold” and recognize one person at a time.

• Paraphrase the key issues raised.

• Take a short break. If appropriate, use this time to identify the leader’s

wishes.

A false consensus has been reached by the group, with individuals “going

along” but not committed?

• Do a benefits and concerns analysis.

• Walk through the preceding steps and ask individuals to state what they

agreed upon.

• Ask each member individually for agreement or comment.

• State that a non-verbal communication is sending a message different from

what was stated.

•

Ask the leader, “Are you satisfied with the consensus of the group”?




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What If…New lines of thought have been initiated without adequate closure on previous

issues or ideas?

• Focus the group on the previous issue after acknowledging new issues;

get back to the new point as soon as the original is brought to closure.

• Ask the leader if the original issue needs to be brought to closure before

proceeding.




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WORKGROUP SKILLS – AFFINITY PROCESS

What is it?

• The Affinity Process is a method for obtaining consensus on an issue that is

not fully understood by a group.

• The Interrelationship Process is a method for obtaining consensus on the

relationships among the topics presented in the Affinity Process. It will also

give insights on how to approach the issue.

When to use it?

• When the issue is not well understood or defined.

• When participation from the whole group is required.

• When time is limited.

• When a team based approach is desired.

• When the solution depends on team buy-in to the solution.

• When the power of a single group or person needs to be reduced.




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Critical Issues• The group must be chosen so that all “owners” of the issue are represented,

but is not too large. Eight to ten people is optimum, although it works with

much larger groups.

• All members of the group must be familiar with the issue.

• The group as a whole must benefit because of the solution to the issue.

• All members of the group must buy-in to the aim of the session, as defined by

the “initial statement of the issue”.

• Ensure enough time is available. (One to two hours for Affinity, and one hour

for Interrelationship. Longer for larger groups.)

• Ensure that the facilitator is familiar with the process.




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Examples of Issue Statement• What are the issues involved in engaging the workforce in accomplishing

organizational change?

• What are the barriers to engaging the workforce in a systems transformation?

• What are the attributes of an effective coach/manager?




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Cluster Ideas (2)• The facilitator should check that everyone has read all the posted answers.

• The facilitator should check that everyone is clear about the meaning of the

posted answers.

• The facilitator should enable elaboration on each answer to ensure that the

written form is clear in a standalone manner.

Clusters Ideas (3)

• The whole team should now work to put answers together in a group or

cluster “where they seem to belong”.

• Silent disagreement as to where an answer belongs is allowed, and should

prompt thought about why this is being done - no fighting!

• If an answer is swapped backwards and forwards between groups it is usually

because it has been written ambiguously - the facilitator must act.

• Do not force fit a single answer into a group.

•

Stop the process only when consensus has been reached.




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Conclusion• The process will normally result in between 5 and 9 clusters.

• It should result in a clear consensus that these are the main topics to be

understood in order to understand the issue.




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Critical Issues• The same team must be involved. All members must be present.

• Break before continuing with the Interrelationship Process.

• Try to complete both sessions in one day.




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•

Continue with the next topic.• Continue until all topics have been related together. The result should be

similar to the following example.

• Count and record the number of times the topic drives, and the number of

times it is driven. Record this number as (drives/is driven).




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Conclusion• Look for topics that drive other topics. These normally indicate where to start.

• Discuss this conclusion with the group and obtain consensus for action.

Further Action

• Identify the initial tasks.

• Identify group members that can take ownership for initial action. This may be

an individual from a single functional group, but more commonly it will be

more than one person from different functional groups.

• Ask them to go through the Affinity / Interrelationship Process with their teams

to further break down action and priorities so that a plan may be

communicated back to the original group.

• Don’t forget to agree a timescale.

• Continue to break down the issue until it becomes small enough to solve, with

the knowledge that the individual solutions will build back to an overall

solution, rather than just putting out fires.




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WORKGROUP SKILLS – METAPLANNING

Metaplan

• A democratic, participant-centered method

• Useful for

• Illustration of group processes

•

Clarification of complex or controversial issues• Problem-solving and idea-generation

• Decision-making process

• You should use the "Metaplan-technique"

• If you want the opinions of all group members

• If you need the buy-in of the group




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•

Headline clusters• Headline all clusters

• Group decides headlines

• Summarize picture

• Brief summary of the description

• Copy the headlines onto flipchart

• Have flipchart ready (7-10 lines)

• Build ranks to priorities

• Ask clear question (what is most important, urgent, best solution?)

• Hand out adhesive dots (Two dots per topic as a rule of thumb)

• Instruct participants to stick their dots onto the flipchart

• Plan actions/next steps

• What, who, until when




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WORKGROUP SKILLS – PROBLEM SOLVING TEAM BUILDING




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PS/TB is a formal, step-by-step structured approach to solving a problem whichinvolves a number of iterations as we work towards our goal.

Because it is a participative process, it draws on the experience and knowledge of all

of us, it gets better results than if a single person tried to solve the problem on their

own. And the participative approach serves to draw the team together by giving

them a shared goal.

Optional: If time allows, provide brief summary of history of PS/TB:

Brainstorming—Alex Osborn 1950’s—SUNY Buffalo

A.D. Little—1960’s

SYNETICS—1960’s–1970’s

David Teiger—Shearson V.P.—1960’s

URC—mid-70’s–




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The PS/TB methodology is a tool that is appropriate for many situations.Here are some guidelines for when it is appropriate to use the methodology.

Emphasize that PS/TB is a key technique used in Natural Work Teams.




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As good as this methodology is, it cannot be used to solve all problems. If you try touse it where it is not appropriate, it will lead to a lot of frustration and no progress.

Here are some cases where it is not appropriate to use the PS/TB methodology.

Emphasize that PS/TB is NOT a cure-all!




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Before we talk about the specific steps of the PS/TB process, we need to understandthe roles of the players who are involved in the process.

The client is the person who owns the problem and is therefore accountable for

ensuring that an appropriate solution is found.

The Resources are the people who are there to help the client solve the problem by

lending their knowledge, experience, and creativity.

The Facilitator also helps the client solve the problem, but he or she does so by

concentrating on the process of solving the problem rather than the content (which

the client and resources bring)

Draw:




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The Players Roles and Responsibilities—Facilitator

• The facilitator is a catalyst in the group. The key roles are:

• Initiating, assisting, orienting, clarifying, integrating, summarizing, and

developing others’ ideas

• Leading the group through the Problem Solving sequence

• Assisting the group in working together effectively

• Avoids making content contributions

• Concentrates on keeping group focused




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The ”problem solving attitude” means• Constantly looking for improvement opportunities

• Not being satisfied with the way things are

• Listening to what others have to say

• Looking for solutions rather than sources of “blame”

• Avoiding finding fault with others

• Avoiding hunches or assumptions

• Being sure of your facts

• Thoroughly defining the What, How, When and Where

• Organizing your findings in order to maximize understanding

• Keeping an “open mind”

• Knowing that your ideas are wanted by others

• Encouraging and supporting innovation from others




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Step 1 - State the Problem• Initial statement of:

• Problem

• Task

• Opportunity

• Challenge

• Must be a concise, accurate headline

• Should be action oriented, “how to”




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•

“Drop out triggers” that could generate “out listening” in the previousillustration

• “Remember what happened seven years ago . . .”

• “ . . . remember Joe Smith?”

• “ . . . 56A Program”

• “three months to recover”

• “new people can be good . . .”

• “ . . . mentor program . . .”

• A favorite “drop out trigger” is listening to stories used to illustrate a point. A

group tends to move away from the task at hand (i.e., making a decision) and

engage in the game, “Can you top this?”.




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Step 3 - Generate Ideas• Creative thinking, new approaches

• Quantity over quality

• Triggering

• Good builds

• Synergy

Tips on Generating Ideas

• Headlining is key

• Quantity is needed

• “Free wheeling” is welcome

• Ideas are heard and understood

• Focus is on ideas only

• Criticism is inappropriate

• Ideas get combined and improved






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A Mini-Problem Solve• Overcomes critical part of the concern

• Is still connected to original problem

• Looks for ideas that are acceptable

• May require selected ideas to be modified or replaced




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IT DIAGNOSTICS – OVERVIEW

IT Diagnostics is a process within ST Scope that varies depending on the

situation

Objective

• To analyze the IT AS-IS

• To discover potential improvement areas

• To deliver a foundation to Visioning and Transformation Design

•

To supply data for the Business CaseCategories of analysis

• Business-IT alignment

• Information systems

• Organization and processes




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IT DIAGNOSTICS – BUSINESS ALIGNMENT

Objective

• To determine how well IT goals, objectives and activities are in alignment with

Company business strategies and objectives




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How the strategic alignment assessment supports the business case

• Primary purpose

• Understand how well the IT resources support the attainment of the

corporate strategy

• Support for the business case comes from

• Eliminating projects and initiatives that do not lead to the attainment of

the corporate goal

• Realigning or adjusting the IT strategy to more clearly support the

corporate strategy




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Approach

• Conducted executive interviews to determine business objectives and

priorities

• Attended employee update on Strategy projects currently underway

• Reviewed IT Strategy

• Conducted IT interviews to determine status of IT Strategy and to understand

IT priorities and strategies

• Conducted survey of 15 people in the Technology Planning organization

concerning the status of planning




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“Strategies” identified in July 1992 IT Strategy

1. Portability, inter-operability, reusability

2. Pursue open, integrated infrastructure

3. Provide reliable communications infrastructure

4. Consolidate work structure and functions

5. Implement corporate data plan

6. Partner with customers (internal)

IT Strategy assessment rating scale

•

Full conformance to world class standards• Partially implemented

• In planning or set-up

• Concept recognized and in discussion phase

• Does not exist today




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Which means IT may be creating their strategy in a vacuum

Was an IT Strategy constructed to support the corporate strategy?

• The team that developed the Plan had both IT and business expertise.

• A non-redundant model of business processes was used to develop the IT

Plan.

• The objectives and CSFs from the Business Plan are related to the business

model.

• Gaps in application support for business activities documented in the model

are identified.

• Gaps in the information needed to support business activities (as identified inthe business model) are identified.

• IT projects are prioritized based on their support of business objectives and

CSFs.

• IT project prioritization is approved by a cross-functional business team.

• A comprehensive migration plan is defined to address identified gaps in IT

support.




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Key components of the plan appear to be missing. . .

Is the Plan of sufficient quality to guide the future of IT?

• The Plan addresses the need to respond to changes in business direction and

priorities.

• The Plan contains an application architecture, or blueprint of non-redundant

systems, required to support business processes.

• The Plan contains a data architecture to support sharing of data among

business processes.

• The IT planning process is supported by tools that integrate with lower life

cycle systems development processes.

• The Plan contains an evaluation of tools, methods and techniques and an

action plan to address weaknesses.

• The Plan contains an evaluation of IT skills and an action plan to address

weaknesses.

• The Plan contains an evaluation of the IT organization structure and an action

plan to address weaknesses.

• The Plan contains an evaluation of IT support and an action plan to address

weaknesses.




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Information resource goals and objectives generally do not provide clear

vision and direction

• Is a corporate business plan available?

• Was an IT strategy constructed to support corporate strategy?

• Was a rigorous methodology used to construct the IT strategy?

• Is the IT strategy of sufficient quality to guide the future of IT?

• Has an environment been established for successful IT strategy execution?




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Page 209

IT DIAGNOSTICS – BUSINESS ALIGNEMENT FINANCIAL ANALYSIS

Objective

• Identify how much the IT organization and its customers are spending

• Determine controllable costs that could be eliminated and uncontrollable costs

that could be reduced

• Build functional organizational charts showing specific numbers of full time

equivalents (FTEs) supporting IT processes

• Develop a financial baseline which captures As-Is spending and capital levels

from which the business case can be derived from




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Method

• Team with client financial worksites identified by the project lead and the

senior client

• Working with them to gather information that will result in a completed

Financial Framework

• Three key components:

• Multi-Year Expense Summary

• Multi-Year Capital Expenditure Summary

• Headcount by Function




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The numbers were in flux during the period of our review

• Financials were gathered in the latter stages of next year's budget cycle

• Much of the data was in process of management review during our analysis




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Monthly run rate for 2nd half is forecast to be up by $M

• Y.T.D. spending $ Million

• Straight animalization of Y.T.D. $ Million

• Current view of total year $ Million

• Increase over Y.T.D. Run Rate $ Million

• Monthly run-rate 1st half $ Million

• Monthly run-rate 2nd half $ Million

• 2 nd half monthly IT spending run-rate up % from first-half

• Increase in run-rate $ Million




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Approach

• Reviewed actual and planned capital spending by project for yeara to yearb

• Reviewed Business Case support for major projects and classes of

expenditures

• Assessed returns attained on a sample of mainframe and minicomputer

expenditures




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he benefits will be derived in three areas

Cost opportunities through improvement of operational efficiency & effectiveness

• Reduce application maintenance costs

• Drastically streamline new applications development environment

• Alignment/prioritization of IT efforts with business

• Improve operational effectiveness

• Avoidance of low value capital expenditures

Functional/Business enablers

Support the current ongoing joint initiatives

• Position IT for future initiatives

• Competitive Positioning

Step change potential




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Page 225

IT DIAGNOSTICS – PROJECT BUSINESS CASE

Approach

• IT Management identified 113 recently completed and 113 planned projects

• Statistics for these projects were gathered from associated IT managers

• Searched for business cases for surveyed projects

• For 8 larger projects, attempted to locate business cases and resulting actual

costs and benefits

•

For the 4 where adequate detail was available, analyzed the business casevs. actual costs and benefits




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Page 227

Business cases do not generally contain rigorous and measurable

deliverables

• “Ability to budget at a lower level”

• “Ability to download data to a PC for analysis; eliminates manual data entry to

spreadsheets”

• “. . . following objectives: reduce costs, provide more flexibility and reliability.”

• “. . . eliminate confusion and delay . . . greater editing capabilities”

• “Enhance market and product planning”

“The Review Committee has never rejected any projects and there are noformal approval criteria”




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Business cases alone do not ensure good investment decisions

• Business cases are not readily accessible

• Project priorities may not be driven by business case components

• Business case expectations are seldom realized

• Benefits and costs are rarely monitored to track against business cases

• Business cases lack trackable metrics




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Page 231

IT DIAGNOISTICS – INITIATIVES ASSESSMENT

Objective

• Analyze and assess the alignment of the key IT initiatives with the business

and IT strategies

• Analyze and assess the purposes of the key IT initiatives

• Analyze and assess the management of the key IT initiatives from business

case development through implementation

How initiatives analysis supports the business case

• Addresses, together with the Strategic Alignment Assessment and ProjectInventory,

• whether the IT organization has focused its resources appropriately

• whether it is capable of delivering the value expected from IT initiatives

and projects.

• Current Initiatives provides intangible benefits, not quantifiable

• In environments where significant resources are devoted to initiatives, it

may be of value to further analyze potential quantifiable, tangible

benefits.




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Approach

• Reviewed Information Handbook

• Reviewed Focus Interview results

• Identified 113 initiatives and activities

• Selected key IT initiatives with IT management

• Reviewed key IT initiatives with initiative champion and team leaders

• Analyzed key IT initiatives

• Purpose and Strategic Alignment

• Business Case and Initiative Management

• Critical Success Factors




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IT DIAGNOSTICS – USER SATISFACTION

Objective

• Determine how well IT meets the application delivery needs of the customer

base

• Assess how satisfied the customer base is with the level of service being

provided by IT

• Identify opportunities for improving service by comparing customer

perceptions of importance with their degree of satisfaction

How customer satisfaction supports the business case?

• A qualitative assessment based on customer perceptions of how well their

needs are being met

• Building a business case requires the scores to be supplemented by other

quantitative data to more clearly identify opportunities for reducing cost

• Possibilities for supporting a business case could come from:

• Improving productivity by improving the testing and implementation

processes and the quality of documentation

• Improving user productivity by increasing the reliability and/or availability

of data and system support etc…




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What and how?

Purpose

• To better understand the user perceptions of IT services in terms of

responsiveness, quality, planning and ongoing support

Process

• Identified 104 users from across the organization

• Distributed the survey by mail

• Placed follow-up calls to recipients and faxed them a second copy

• Received an additional 5 responses

• Evaluated responses




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Opportunities

• How to get at the root causes of the apparent customer apathy

• How to deal with a major PR opportunity - perception is real, but not

necessarily fact

• How to have your customers feel at least a partial sense of ownership over

both applications and support processes




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Page 253

IT DIAGNOSTICS – IT SERVICE UNIT ANALYSIS




Page 254

Costs

Actual (last year) Budget• Salaries

• Social Costs

• Company cars

• Training

• Traveling

• Hardware and software licenses

• Leasing costs

• Maintenance

• Data communication

• Facilities

• External services

• Supplies

• Administration and office costs

• Other costs

• Depreciation




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Technology

• Areas to cover:

• Hardware

• System software


• Application software

• Facilities

• Volume of operation

• Ways to work

• Service level




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System software

• Software

• Main operating systems

• Compilers

• Data bases


• Software development toolkits

• Data center automation and control

• Other supporting software

• Maintenance / maintenance contracts

• Financing

• Vendors

• Short term development plans

• Development history

• Policies




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Application software

• Applications

• e.g. systems map

• Roll-out year

• Tools

• Written material

• User guides

• Technical descriptions and guides

• Data center guide

• Maintenance / maintenance contracts

• Business dependency of software

• Vendors

• Short term development plans

• Development history

• Policies




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Volume of operation - Data center operations

• Utilization rates of the central processors

• Utilization rate of disk space

• Amount of workstations connected to network

• Workstations

• Terminals

• Printers

• Other equipment

• Amount of contacts from users to data center

• Amount of printing

• Response times

• Service times

• Periodical variation due to business

• Expected development




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Way to work - Data center operations

• Practices

• problem management

• assignments

• backups

• capacity follow-up

• data security

• reporting

• Prioritization and scheduling

• Automation

• Invoicing / sharing costs

• Expected development

• Printing

• Descriptions and documentation

• Guides

• general guidelines

• information security

• roll-out practices

• mailing

• problem management




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Continued…

• Statistics

• capacity loads

• service level

• Plans

• scheduling batch jobs

• catastrophe

• shifts

• development plans




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Service level

• Functionality

• Sufficient information

• Sufficient characteristics

• Right characteristics

• Reliability

• Performance level

• Expandability

• Speed of completing the assignment

• Attitude towards customer service

• Ability to steer

• Development




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Page 263

IT DIAGNOSTICS – MANGEMENT PRACTICES

Objective

• Understand how effectively the organization uses standard practices to

manage business demand and assure alignment across the organization

• Determine whether the organization has standards that assure the use of a

repeatable and consistent application delivery process

• Identify "best of practice" delivery processes and opportunities for wide scale

use by assessing multiple organizational units• Select specific opportunities for further analysis using detailed project probes,

DILOs, and brown papers

• Measure the maturity of the organizations processes and practices

• Identify opportunities for improving alignment, delivery and support

productivity, and quality




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Page 265




Page 266

We assessed management practices within IT and user organizations

• Scope: 52 surveys distributed to representatives of:

• Network/Finance

• Billing

• Customer Information Services

• Approach:

• Distributed surveys - 41 returned (79%)

• Collected surveys and summarized data for performance, formality and

effectiveness of:

• Information Systems Planning

• Project Management

• Delivery Process

• Development/Production Interface

• Performance Assessment

• Conducted management practices workshops with 31 participants to

review summarized data, and identify current strengths and

opportunities for improvement




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IT planning: The front end of the delivery process is inconsistent and

ineffective

• Systems planning (e.g. staff planning process) is not integrated with business

and user needs

• The intermediate support groups are often removed from the end users and

may not have a clear understanding of their needs

• Other groups define requirements, assign priorities and “throw these over the

wall” to IT

• Priorities and requirements are constantly changing, resulting in chaos,

rework and throw away• IT is often viewed by end-users as unresponsive to their needs, yet IT doesn't

“own” the front-end of the process




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Page 270




Page 271

IT DIAGNOSTICS – PROJECT REVIEW

Objective

• Determine the elapsed time and the level of effort expended

• Determine the risk that was undertaken and the way it was managed

• Determine the quality of the end product

• Determine the management techniques used

• Identify opportunities for improving productivity by

• increasing the use of automation

• improving the use of structured, life cycle methodologies

• enhancing training for IT professionals and users

• Identify opportunities for enhancing cost/benefit ratios by

• improving project management

• monitoring costs

• defining and obtaining projected benefits

•

delivering a higher quality product faster




Page 272




Page 273

Our analysis relied on detail project probes and brown papers

• Detailed Project Probe

• 10 detailed probes completed by the project teams

• Only 7 usable (data not available with sufficient rigor)

• Brown Papers

• 8 Brown Papers (Process flows) of recently implemented applications

projects completed by project team members

• Approach:

• Identified 8 recently implemented applications systems

• Guided key Project Team members through project process steps

and captured "as-is" process steps on brown paper

• Validated process with systems developers and users

• Analyzed systems, opportunities and findings




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Page 277

Even if we make schedule, we pay a price in implementation and beyond . . .

Users

• "It doesn't work in this site!"

• "Where is the documentation?"

• "The response time is 5 minutes, not 5 seconds!"

• "When are we going to get trained on this?"




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IT DIAGNOSTICS – TOOLS, METHODS & TECHNIQUES




Page 280

• To answer this question, we worked with:

• Network/Finance• Billing

• Customer Information Services

• Key activities

• Questionnaires were sent to 48 PG5 managers

• Questionnaires were completed by the managers and their direct reports

• Questionnaire results were summarized and analyzed

• Findings were validated in workshops with representatives from the

various organizations

• We achieved:

• Response rate = 100%

• 100% representation at the workshops or follow-ups




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Page 282

Our analysis shows that less than 10% of the organization has access to

modern tools

• "We have the tools, but we aren't using the whole integrated approach – so

we lose most of the benefit."

• "We developed 25% of our code using a CASE tool – but now we only have

15% of that code running in production – The rest has been rewritten

manually to improve performance."

• "We bring in tools and expect people to know how to use them immediately –

when they can't, they get kicked."

• "You shouldn't use a new, untried tool to develop a mission-criticalapplication."

• "Tools and information get thrown over the wall."

• "If our management was running the department of defense, we'd be at war

before we hired the troops, and they would want to know who failed to

forecast the war."

• "My boss thought the term 'Tools' referred to plastic flowchart templates."




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Methods and techniques can be significant enablers

• How to establish performance measures and objectives for the standard

delivery process

• How to provide ongoing education and support for the standard delivery

process

• How to develop a standard delivery process that leverages state-of-the-art

methods and techniques

• How to continuously refine the standard delivery process based on

performance information

• How to develop roles and responsibilities to support the standard deliveryprocess

• How to develop and support consistent levels of usage of the standard

delivery process, both inside and outside IT




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Page 285

IT DIAGNOSTICS – TECHNICAL ENVIROMENT

Objective

• Identify and communicate the “As Is” Technical Environment and assess its

ability to enable applications software to meet changing business needs.

• Identify the quick-hit initiatives

• Identify findings restricting the technical environments ability to efficiently

and effectively enable applications to meet the needs of the business

Deliverables

• “As Is” Technical Environment, such as:

• Configurations

• Communications maps• Geographic Maps

• Applications running in the architectures

• Investments

• Support costs

• Vendors

• Architectures

• Standards

• Quick-Hit inventory of opportunities, associated initiatives, and identified

benefits• Findings and next steps




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Page 288

"As Is" technical environment

• Identify and describe the make-up of the "As Is" technical environment

including, as appropriate:

• computing hardware and related costs, support staff, standards and

vendor agreements

• software and related costs, support staff, standards and vendor

agreements

• network hardware, software and related costs, support staff, standards

and vendor agreements

• Assess the effectiveness with which the "As Is" technical environment enablesthe fulfillment of existing and emerging business needs

• Identify quick hit initiatives that will provide near term benefits

• Recommend next steps to address technical environment improvement

opportunities

• The technical environment assessment effort is relatively short in duration.

While one of the results of the assessment is the identification of "quick hit"

opportunities, the real benefit will be realized only by fully pursuing the steps

identified as necessary to take advantage of the enhancement opportunities.




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Page 293

IT DIAGNOSTICS – SYSTEM ARCHITECTURE

System architecture clarification

• Objective

• Assess how effectively the architecture supports the value chain and the

business processes

• To find out the structural elements that lead into functional quality

perceptions

• Assess the quality of the corporate information architecture

• Identify the factors driving resource demand and consumption

• Method

• Interview for Policies etc.

• Brown Paper Systems Map




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Possible benefits

• Limiting the expenditure on applications with low functional and technical

quality

• Marketing those generic applications with high value to external organizations

• Standardizing the types of technologies used

• Limiting dependency on and cost of external vendors

• Reducing the cost of resolving application and data synchronization errors

• Reducing the level of functional and data redundancy within the value-chain

• Reducing application downtime resulting in user cost reductions or benefits

improvements (number of hours downtime times user population)

• Reducing or improving alignment of maintenance spending

• Improving operations due to rerun reduction (percent of reruns times

production costs)

• Reducing the cost of parallel application systems and data bases which have

extended conversion schedules and/or enhancements planned




Page 295

Potential tasks

• Complete the analysis of application, data base and network data.

• Determine how well specific applications meet the current and required

business needs

• Evaluate what specific business functions along the value chain are being

effectively supported by multiple applications

• Evaluate the level of functional and data redundancy specific to each area

within the value-chain

• Identify parallel application systems and data bases which have extended

conversion schedules and/or enhancements planned

• Identify business functions which are performed manually and not supportedby any application systems

• Identify existing process synchronization and data integrity issues

• Identify the level of dependency on external vendors within the value chain

• Identify the cost level of enhancements to existing application systems and

data bases






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Page 299






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Page 302




Page 303

Approach

• 122 major applications selected from total application portfolio

• 47 key applications selected from the 122

• Key applications mapped against the value chain• Major information flows were noted

• Major databases identified

• Applications summarized by:

• Functions

• Interfaces

• Age

• Installed locations

• Hardware/software platforms

• Language

• Databases summarized by

• Contents

• DBMS

• Structure

• Size

• Installed locations

• Functional and data redundancy identified

Comb inat ion of addit ional data col lect ion and wo rk don e on previous analysis

streams




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Page 305




Page 306




Page 307




Page 308

Opportunities

• How to create a revolutionary, not evolutionary, approach towards IT

transformation and establish a long-term commitment to its attainment

• How to eliminate unnecessary "Fire Fighting" and focus on cross coordination

for resolving critical issues

• How to accelerate movement toward standard architectural platforms:

• Reduce the variety of hardware/software

• Eliminate the tendency to create "over engineered" system designs

• How to eliminate the unnecessary/undesirable functional and data

redundancy• How to develop a common approaches to system design/development




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IT DIAGNOSTICS – SYSTEM FUNCTIONAL AND TECHNICAL

QUALITY




Page 310

Objective

• Determine how well specific applications meet the current and required

business needs

• Evaluate how well specific business functions along the value chain are being

effectively supported by applications

• Identify opportunities for improving applications by comparing customer

perceptions of quality with benchmarks and internal scores

• Improve applications by understanding the specific quality drivers as

perceived by the customer




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Objective: Functional Quality (Users rating IT)

• Determine how users rate the quality of IT support in helping them work

faster, better, and smarter

• Data Accuracy

• Reliability

• Ease of Use

• Documentation/On-line help

• Data Currency

• Security

• Responsiveness/Timeliness

• Output

• Special Requests

• Functional Requirements

• Cost Effectiveness

• All Attributes rated on "Quality Provided" and "Importance"




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Page 313

Objective

• Determine how well a specific application meets current standards for quality

of technical architecture, ease of maintenance, and operational effectiveness

• Compare IT staff perceptions of quality with benchmarks and internal scores

resulting in opportunities for improvement

• Understand how applications can be improved by assessing specific drivers of

quality

Objective: Technical Quality (IT rating IT)

• Determine how IT professionals rate current systems technical structure

• Application Design (structure, complexity, adaptability. . . )• File/Database Design (low redundancy , synchronization, sharing . . .)

• Security & Quality Controls (security, standards, edits/audits . . .)

• Technology (tools & techniques, hardware utilization . . .)

• Documentation (complete, accurate, current . . .)

• Problem Recognition Recovery (change management, assess & test . . .)

• Efficiency & Ease of Operation (memory, I/O, network . . .)

• Outages & Reruns (downtime, reruns, abends . . .)

• Execution & Recovery (disaster recovery, documentation . . .)




Page 314




Page 315




Page 316




Page 317




Page 318

Approach

• IT identified key systems across all functional areas

• Distributed 72 Technical Quality questionnaires (68 returned) (94%) and 104

Functional Quality questionnaires (72 returned) (69%)

• Compared our results to a normative database to establish performance

comparisons

strengths

• Both users and IT professionals agree that appropriate security measures are

in place

• Users do not feel cost effectiveness is a key system concern• Response rates indicate that IT professionals desire to address the issues




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Page 321




Page 322




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Page 324

Three areas critical to technical quality need immediate attention

• Technical Quality Drivers Rating (65 = Standard)

• File/Database Design 56.2 *

• Documentation 60.4 *

• Problem Recognition Recovery 61.6 *

• Application Design 67.0

• Technology 67.2

• Execution & Recovery 68.4

• Efficiency & Ease of Operation 72.3

• Security & Quality Controls 79.4

• Outages & Reruns 82.8




Page 325

Summary findings

• Almost three quarters (71%) of the systems examined did not meet Functional

Quality performance criteria (55 systems examined)

• 80% of "systems" examined did not meet benchmark

• Majority failed to meet satisfactory levels for Functional Quality performance

criteria deemed "most important"

• Nearly half of the 68 systems reviewed failed to meet Technical Quality

benchmarks

• 13 systems were below standard in both Technical and Functional Quality

• Functional and Technical Quality issues significantly drive up developmentand maintenance costs as well as dramatically increase "time-to-perform"






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IT DIAGNOSTICS – ACTIVITY ANALYSIS

Objectives

• Provide quantifiable information on the use of IT staffing resources

• Identify functional redundancies and organizational overlaps

• For example

• Amount of time being spent on non-value or low-value activities

• The corresponding people equivalents for the time spent on non-value or

low-value activities

• The levels of redundant work caused by functional redundancies or

overlaps

• The actual dollars associated with the inappropriate time use






Page 329

Approach

• Purpose: Develop a time-usage profile across the IT organization

• Respondents came from all levels of the organization, from craft employees to

PG7 directors, creating a cross section of the IT organization

• Survey document was sent to more than 180 employees (160 returned)

• Responses were summarized by functional groupings, which frequently

crossed RC lines

• Planning

• Administration (management)

• Analysis & Programming

• Technical Support

• User Support




Page 330




Page 331




Page 332




Page 333




Page 334

“Day-In-The-Life-Of” (DILO) studies were done to validate the results

• Approach

• Experience a day with one individual from each of the following functional

groups

• Planning

• User Support

• Technical Support

• Application Development

• No evaluation of the individual - confidentiality assured

• Gain an understanding of:

• Time spent in each category

• Processes used

• People/culture

• Strengths and opportunities




Page 335




Page 336




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Page 339

IT DIAGNOSTICS – IT ORGANIZATION & PROCESS MANAGEMENT

PRACTICES FORM

IT Services

IT Diagnostics

IT Organization and Processes Management PracticesForm

Status: Draft

Version: 0.1

Release Date:




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Document Control

Author


Document Source



Document Approval





Amendment History


Distribution List




IT




Page 341

Introduction

Purpose

Describe the purpose of the document. Describe the intent of the document and anydeliverables resulting from the document.

Scope

Include in this section the scope of the document. What will be in scope and out of

scope for this document?

Audience

This document is relevant to all staff in <company name>

Ownership

IT Services has ownership of this document.

Related Documentation

Include in this section any related documents and reference numbers and other

associated documentation

Management Processes Assessment

Purpose of this Analytic

• Determine the extent to which industry best practices are used.

• Determine the extent to which processes are defined and repeatable.

• Identify opportunities for improvement.




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IT Business Management Processes

Process P F C Q Comments

Multi-Yr Strategic Plan

Staff Development Plan

Multi-Yr Technology Plan

Cost Accounting

Opportunities for Improvement:

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

________________________________________________________

Process Description References

Strategic Plan This plan will identify major business

issues, their IT implications and thestrategies (i.e., resource allocation) to be

employed by the IT organization to meet

the identified business needs. Look for

alignment of expenditures with business

needs. This plan should address cost

targets, service levels and improvement

targets for IT processes. Make vs. buy

(outsource) criteria should be addressed

by this plan.

Shaping the Future, Peter

Keen

Staff Development

Plan

This plan will identify the staffing

implications of the strategic and

technology plans and will indicate how the

organization intends to prepare staff to

meet the indicated requirements.

Typically this plan will include a skills

inventory and training and hiring

strategies.

Technology Plan This plan will address capacity planning,

platform standards and means to controlstandards compliance. Includes security,




Page 343

software distribution and recovery. Does

the plan support the strategy? Improve

development effectiveness? Manage

cost?

Cost Accounting Processes used to record and summarizemajor cost elements for budgetary and

customer chargeback. Should address

major elements such as computer usage,

development, enhancement, support,

overhead, telecom, etc. Does the cost

accounting system reveal detail to

support analysis of the strategy and the

staffing plan?

Demand Management Processes


Work Request Process

Prioritization Process User Controlled?

Estimating Process

Commitment Mgmt


_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________




Page 344


Work Request Each request for IT services should be

approved by the paying customer.

Request should specify the category of

work (dev/enhancement/rework/support),estimated effort, expected benefit or

business reason, proposed schedule,

description of requirements and

significant risks.

Prioritization Work requests should be prioritized by

customers using a defined process.

Information Strategy &

Economics ; Rohm &

Haas Prioritization

Process

Estimating Estimates should be developed for allsignificant efforts using a defined process

which includes reality testing estimates

against past performance and/or industry

benchmarks.

Software Engineering

Economics; Applied

Software Measurement

Commitment

Management

The process by which the IT organization

makes (and changes) commitments to

customers, including management of

requirements changes and approvals

thereof.

Managing the Software

Process (5.1)

Project Management Processes

Process P F C Q Comments/Tools

Planning Process

Progress Review Process

Quality Assurance

Effort Accounting

Status Reporting

Scheduling

Devel. Methodology

Contract Management

Post-Implementation Review




Page 345


_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________


Planning An effective planning process is the

responsibility of the project manager and

will include identification of tasks to be

performed, definition of requireddeliverables, assignment of resources,

scheduling and definition of dependencies

with other tasks. The result is a formal,

documented plan which has been

reviewed and approved by the project

team, IT management and the customer.

Project Planning,

Scheduling & Control ,

James P. Lewis; Practical

Project Management ,Meilir Page-Jones

Progress Reviews Scheduled reviews and designated

participants; defined agenda.

Quality Assurance The plan and schedule must includeappropriate time and resources for

walkthroughs/inspections and for

consequent rework.

Effort Accounting The process for recording and verifying

effort expended against the plan.

Status Reporting The process for recording and verifying

task completion.

Scheduling Typically Gantt or Critical Path. Largeprojects should use critical path method.

Development

Methodology

May include Prototyping, Large Projects,

Small Projects, Information Engineering,

Object Oriented and Purchase Package.

Rate the organization in relation to those

methods which are relevant.

Contract

Management

Processes used to develop issue and

evaluate Requests for Proposal;

processes used to manage contractor




Page 346

performance after selection, including

quality assurance process, project

reviews, issue tracking and acceptance

process.

Post-ImplementationReview

The process used to capture lessonslearned and to evaluate business benefit

realized.

Development Standards


Process Modeling

Data Modeling

Design

Programming

User Interface

Test Processes

Test Coverage

Regression Testing

Defect Tracking

Defect Causal Analysis

Configuration Mgmt.


_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________


Process Modeling Typically Data Flow Diagrams or flow

charts

Data Modeling Entity Relationship Diagrams

Design Standards for complexity, documentation

standards

Measuring Software

Design Quality , Card &

Glass




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Programming Naming convention, style guide, control

structure standards

User Interface Common User Access (CUA) or

comparable

Test Processes Unit, integration, system, user

acceptance, performance, security, etc.

as appropriate.

Software Testing and

Quality Assurance, Boris

Beizer

Test Coverage see Beizer

Regression Testing Re-testing against a known baseline

when modifications are made to a system

previously tested. Test data, test results

and test scripts/procedures are

configuration controlled to permit re-use.

Beizer

Defect Tracking Recording of inspection and test defects Grady

Causal Analysis Promote prevention & early detection. Grady

Configuration Mgmt Identification & version control of

deliverables

Requirements Analysis


Joint Appl. Design (JAD)

Process Modeling

Data Modeling

Event Modeling

Cost Benefit Analysis

Risk Analysis

Prototyping

Walkthroughs/Inspections




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_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________


JAD Facilitated sessions featuring trained

facilitator and extensive user participation

Joint Application Design,

Judy August

Process Modeling Typically Data Flow Diagrams or flowcharts

Data Modeling Entity Relationship Diagrams,

normalization

Event Modeling Modeling of complex transactions;

commonly used in real time systems

Cost Benefit

Analysis

Process used to identify & quantify

business benefits

Risk Analysis Process used to identify and manage

risks

Boehm (IEEE), Rohm &

Haas Prioritization

Process

Prototyping May be used as a specification discovery

process or evolved to an operational

system. Criteria governing which

approach when should be specified.

Structured Rapid

Prototyping , Connell &

Shafer

Walkthroughs/Inspe

ctions

In-process quality assurance techniques.

Inspections have been shown to be mosteffective.

Software Inspection

Process, Strauss &Ebenau




Page 349

Design Processes


Joint Appl. Design (JAD)

Process Modeling

Data Modeling

Event Modeling

Risk Analysis

Prototyping

Complexity Analysis


Defect Tracking



_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________


JAD Facilitated sessions featuring trained

facilitator and extensive user participation

Joint Application Design,

Judy August

Process Modeling Typically Data Flow Diagrams or flow

charts

Data Modeling Entity Relationship Diagrams,

normalization

Event Modeling Modeling of complex transactions;

commonly used in real time systems

Risk Analysis Process used to identify and manage

risks

Boehm (IEEE), Rohm &

Haas Prioritization Process




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Prototyping May be used as a specification discovery

process or evolved to an operational

system. Criteria governing which

approach when should be specified.

Structured Rapid

Prototyping , Connell &

Shafer

Complexity Analysis Limiting complexity has been shown toreduce defects, leading to higher

productivity

Measuring SoftwareDesign Quality , Card &

Glass; Grady

Walkthroughs/Inspe

ctions


Inspections have been shown to be most

effective.

Software Inspection

Process, Strauss &

Ebenau



Construction Processes


Code Generation

Structured Programming

Code Re-use

4th Generation Lang.

Defect Tracking



Complexity Analysis


_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________




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Code Generation Coverage refers to % of code generated

Structured

Programming

Standard control structures, absence of

GOTOs

Code Re-use Copybooks, etc.; coverage refers to % of

code re-used

4th GL Coverage refers to % of code in 4GL



Walkthroughs/Inspe

ctions


Inspections have been shown to be mosteffective.

Software Inspection

Process, Strauss & Ebenau

Complexity Analysis Limiting complexity has been shown to

reduce defects, leading to higher

productivity. PathVu, Inspector, other

code analysis tools.

Measuring Software Design

Quality , Card & Glass;

Grady

Testing Processes


Test Plans

Test Coverage Analysis

Regression Test

Defect Tracking






Page 352


_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________


Test Plans Unit, integration, system, user

acceptance, performance, security, etc.

as appropriate.

Software Testing and

Quality Assurance,

Boris Beizer

Test Coverage see Beizer






Beizer



Walkthroughs/Inspe

ctions


Inspections have been shown to be most

effective.

Software Inspection

Process, Strauss &

Ebenau

Implementation Processes


User Acceptance Test

User Training

User Documentation

Help Desk




Page 353


_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________


User Acceptance

Test

User specified and user witnessed test to

demonstrate readiness for

implementation. May include production

parallels.

User Training

User Documentation

Help Desk Single point of contact for user questions

and problem reporting.

Development/Production Interface


Turnover Process

Production Library Mgmt

Devel. Library Mgmt

Test Library Mgmt

Problem Tracking

Technology Version Ctl




Page 354


_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________


Turnover Process Method used to transition programs, JCL,

etc. from development libraries to

production libraries. Typically requires

documentation, recovery procedures, etc.

Production Library

Mgmt

Processes used to maintain version

control.

Development Library

Mgmt

Processes to maintain version control of

source and object libraries. May include

automated documentation control.

Test Library Mgmt Process used to maintain version control

of test data and results. Includes

regression test sets.

Problem Tracking Similar to defect tracking, but refers to

systems in production. May include both

defect history and status information such

as assigned to, due date, etc. to enable

problem status tracking.

Technology Version

Control

Process used to control testing and

distribution of new platform

versions/releases. Should include means

to assure testing of potential impactsbefore release and for fall-back/recovery

when problems are discovered.






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Beizer

Performance Assessment / Metrics


Functional Quality

Technical Quality

Customer Satisfaction

Develop. Defect Density

Maint. Defect Density

Development Productivity

Maintenance Productivity

Cost of Quality

Support Rate


_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________




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FQ Survey

TQ Survey

Customer

Satisfaction

Survey

Devel. Defect

Density

Defects/KLOC or Function Point (first 12

months in production). Use whatever time

periods you can get and extrapolate to 12

months. Distinguish ABENDS from user

reported problems.

Maint. Defect

Density

Defects/KLOC or Function Point (last 12

months)

Development

Productivity - Effort

KLOC or Function Points / Person Month.

Again, use available periods.

Develop.

Productivity -

Schedule

KLOC or Function Points / Calendar

Month

Maint. Productivity KLOC or Function Points / Person Month

Cost of Quality Time accounting to reveal time spent on

Performance/Prevention/Appraisal/Rewor

k

Quality is Free, Philip

Crosby

Support KLOC or Function Points / Full Time

Equivalent (Support only - excludes

maintenance)





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_________________________________________________________

_________________________________________________________

_________________________________________________________ _________________________________________________________

_________________________________________________________

_________________________________________________________







Page 360

Document Control

Author


Document Source



Document Approval





Amendment History


Distribution List




IT




Page 361

Introduction

PurposeDescribe the purpose of the document. Describe the intent of the document and any

deliverables resulting from the document.

Scope

Include in this section the scope of the document. What will be in scope and out of

scope for this document?

Audience

This document is relevant to all staff in <company name>

Ownership

IT Services has ownership of this document.

Related Documentation

Include in this section any related documents and reference numbers and other

associated documentation




Page 362

SYSTEM MANAGER INTERVIEW

Interviewee: Title:

Years with the Company: Department:

Years in Management: Interviewer:Time in Current Position: Date:

Client

Years with company:

Years in position:

Your responsibilities:

Organisation chart:

What are the services of your department / group?

a. What are the strengths of your department?

What are the key systems that your organization is responsible for?

Name Purpose Technology Owner Age

Describe information management / IT environment

a. Main hardware used?

b. Network architecture?




Page 363

c. Draw or attach a picture?

d. Wide area connections?

e. Draw picture?

f. Does the architecture serve the operation and the development of it?

g. If not, what would you change? Why?

Where are the most important central systems located?

a. How are they accessible?

b. Is the arrangement correct? Economically? From service level

point of view?

c. What would you change?

Where are the most important repositories located?

a. How are they accessible?

b. Are the solutions right? If not, what would you improve?

How do the applications exchange information?

a. What is the application architecture?

b. Draw or attach a picture.

c. Where are the bottlenecks / shortcomings in this architecture?




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d. How would you improve the architecture? What would be the

benefits?

How would you rate the current infrastructure?

a. What services are received today?

wide area networking

internal mail

external e-mail

calendar

bulletin boards

replicated data bases

application platform

other: what?

b. What services would you need that are currently missing?

What are the IT recommendations from the corporate?

a. How would rate them?

b. How would you improve them?

Is there a valid IT strategy in your business unit?

a. How does it support the business and business strategy?

Organization and responsibilities in prioritizing development tasks

a. Organisation and responsibilities in developing / enhancing systems?

b. Organisation and responsibilities in running the systems andmaintaining them?




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c. Organisation and responsibilities in technology and architecture

development?

d. Organisation and responsibilities in infrastructure development?

e. Organisation and responsibilities in financial control of IT?

f. Organisation and responsibilities in skills development?

What is the IT cost structure?

a. What is the best way to analyse it?

How is information security managed?

a. What are the major issues of security?

What are the currently on-going major projects? What is the purpose?

What is your IT vision?

a. What are the barriers of getting there?

Should we see or hear other people? Who?




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These are the characteristics of change. Ask group to respond to list using global issues as examples (e.g., countries,

governments, technology, etc.).

Key Messages

As human beings, we are always experiencing change, it is in fact how we develop.

What we will ultimately be addressing today is an individual’s response to planned

organizational change.




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Some things that we have talked about that seem to be universal truths aboutchange could be summarized in these words. Have group give some examples

(optional).

Key Messages:

We must distinguish between change at the organization level, the group level and

the individual level.

These levels are rarely clear cut but we must target interventions appropriately.




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Characteristics of High Performance Organizations• Tom Peters, in Thriving on Chaos, says that a successful corporation in the

1990s and beyond will:

• Achieve flexibility by empowering people

• Create total customer responsiveness

• Pursue fast-paced innovation

• Learn to love change




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Think back to a change situation (as a group) you’ve just recently experienced (local

election, changes to church procedures, etc.).

Remember how successful the change was. Were your feelings dealt with?

Did you feel you knew enough about it before it happened? It’s impossible to over

communicate, when you think you’ve told people as much as you can—tell them all

over again.

Did you feel confident enough about what to expect and what would and would not

be impacted? Help identify zones of stability for people. For example, develop

“What will be different” charts for people as they understand the strengths of the

current environment and being retrained.

Could you have done something to prevent this change? Reduce defensiveness

and any implied blame for creating the problems that now must be changed. For

example, emphasize that they have been successful but now must reach for the next

level of effectiveness.

Ask the group for any other techniques that would reinforce unfreezing (e.g., explain

changes clearly and in detail).

Key Messages:Your role as a change agent is to help shepherd each individual

through the change process.




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Communicate a winning theme for change and emphasize the benefits to theindividual

(Ask the group: How to engage an individual in the change process who may not

feel he or she will personally benefit from change?)

Conduct regular ‘coffee talks,’ ‘personal touch’ sessions or other forums for people to

discuss change and their reactions to it with organizational leaders

Provide individuals with opportunities to express ideas or concerns, actively listen to

them, act on their ideas in a timely way and give feedback to them on the resultYour role is to ensure that at the end of every NWT meeting or implementation

workshop/coaching session, etc., that each individual is focused on next steps to

promote change

Ask for other techniques e.g., organizing a change management structure to

facilitate decision-making

Key Messages:Provide individuals with support mechanisms keep individuals

focused on the change and their specific role in the change




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If your goal was to implement high performing work teams then ensure that theindividuals compensation reflects team based performance.

Build self-confidence and self-esteem. Balance sense of loss with sense of gain.

Ensure that performance measurements are in place to highlight success and

underperformance. Also, coach individuals to effectively take corrective actions

Conduct major company-wide events and perhaps provide a momento of the change

process such as a T-shirt. You're dealing with “survivors” of the change and you

must be resistive to the perception of “dancing on the graves of the departed.Ask for other techniques, e.g. continue with Executive Steering Team to

manage refreezing process.

Key Messages

Ensure that individuals are reinforced for new behavior.

Continue to communicate successes and deal with feedback.




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Anger

•

Individuals angry about the change may:• Sabotage the change efforts

• Play shoot the messenger

• You may coach the individual by:

• Acknowledging legitimacy of anger

• Distinguishing between feelings and inappropriate behavior

• Redirecting the blame on the change agent to being challenged by the

real reasons necessitating change




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Depression

•

An individual depressed about change may:• Express a loss of control over the work environment

• Increase absenteeism

• You may coach the individual by:

• Providing a series of specific next steps and following up frequently

• Reinforcing positive actions the individual takes

Acceptance

• Signs of individuals accepting change includes:

• Expressing ownership for solutions

• Being focused on achieving benefits

• You may encourage acceptance by:

• Providing recognition for his/her efforts

• Utilizing the individual as a coach or mentor for others




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Critical Success Factors for Implementing a Successful Major Change• Build a shared vision

• Set clear goals

• Involve participants

• Encourage cultural awareness

• Expect continuous communication

• Develop realistic resource requirements

• Recognize in timely fashion




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CHANGE MANAGEMENT – TASKED BASED TEAMS

The objectives of different types of teams

• Get the project work done well:

• Teams with the right people, right skills, right knowledge, and right

access.

• Get the work done quickly and efficiently.

• Develop and effectively leverage client team members.

• Obtain the full benefits of effective team work:

• Faster results.

• Shared experience.

• Leveraged management.




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A Natural Work Team is a group of people who work together to solve aspecific problem and help implement the solution.

• Cross-functional client team with constant membership of 6–12, facilitated by

consultant (or trained client).

• Meets formally on a regular basis.

• Process driven, but not content free.

• Top-down specification of problems, bottom-up development of solutions.

• Action-oriented: champions the implementation of solutions.




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Expected outcomes of a Natural Work Team• Realistic solutions based on team expertise.

• Solutions that address cross-functional requirements and integration issues.

• Client buy-in and ownership of recommendations and implementation.

• “Insider” information and influence available to identify and overcome

organizational resistance.




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A Rapid Action Team is a small group of people who implement an obviousimprovement or “quick-hit” during the early stages of a program

• Full-time team (4–6) in action for 2–6 weeks:

• Finite, short term duration: avoid dissipating resources and impact by

over-running.

• Complementary to, and in parallel with, the ongoing work of other teams

developing longer term solutions

• Focused at lower management/supervisory level.

• One department at a time.

• Focus on tactical targets.

• Simple, easy to fix solutions spinning out of Scope and As-Is Analysis.




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Expected outcomes of Rapid Action Teams• Early implementation to achieve measurable benefits and results.

• Develop and implement training tools and procedures.

• Promote top client buy-in through early successes.

• Build lower-level client enthusiasm through early opportunity to contribute.




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Expected outcomes of a Joint Team• A cadre of fully trained change agents and general management “high fliers”.

• High visibility and promotion of positive effects of change project.

• Solutions from all streams of the project which will be integrated at

implementation.

• Progressive transfer of ownership of project and its outcome from xx to client

personnel.

• Set of champions at implementation stage.




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The objectives of integration across teams• Plan and manage program work teams (and work streams) effectively , to

enable and encourage relevant information flows:

• Manage the critical path within program activities: this may only

gradually become apparent

• Communicate the right things at the right time

• Meet to discuss issues which impact more than one team

• Allow shifts of direction or emphasis to accommodate relevant

findings/hypotheses from other teams:

• Or to provide inputs needed by other work teams

• Ensure individuals or specific constituencies within organization hear

consistent or complementary messages

• Ensure the whole “vision” is more than the sum of the parts




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Learning Is Most Effective, When an Individual ...• Can see the relevance and value to themselves and their work

• Builds upon existing experience

• Is ready to learn

• Learns actively—not passively

• Consolidates the learning by practice

• Can monitor their own progress

• Can see where things fit together




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A Good Mentor …• Treats people as equals

• Keeps an eye open for opportunities for his/her protégé to learn and accept

new responsibilities

• Makes culture explicit and understandable

• Assists protégé in understanding their power/limits

• Is not threatened by his/her protégé exceptional ability/skill

• Wants his/her protégé to succeed.




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Counseling Tends to Be Problem Oriented• When an individual …

• Isn’t performing as well as usual

• Doesn’t improve performance after educating/coaching

• Asks for help to solve a personal issue

• Is unsure about what to do next

• Experiences failure or disappointment




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Plan: Preparing for Coaching• What is the behavior you think needs changing or strengthening

• What is the behavior (goal) you want

• Is the problem one of knowledge or willingness or both

• What resistance/reaction is likely

• What is my Action Plan—How will I make it ours




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Do: Conducting the Coaching Session• Set the climate

• Set expectations

• Get/give feedback

• Develop the action plan

• Reinforce




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Do: Set Expectations• How long session will last

• Why hold the session

• What is desired outcome

• What do you wish to achieve

• What does the other person expect from the session








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There is Two Types of FeedbackPositive and Constructive

I’d Like to Receive Positive Feedback When I …

• Exceed performance standards by a noticeable degree

• Assist others in meeting their standards

• Volunteer for a difficult or unpopular job

• Consistently perform well for a long period of time

• Offer suggestions on ways to improve procedures or product quality

• Make an effort to improve




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Constructive Feedback Must Be Handled with Care• Often negative experience for both parties

• Can alienate:

• Hostile

• Angry

• Generally non-cooperative

To Minimize Resistance/Conflict, Ensure That Constructive Feedback …

• Is motivated by an honest attempt to help both the individual and the

organization

• Is based on dialogue, not monologue—talk to the individual, not at him/her

• Is given at time/place individual is ready to receive

• Results in a consensus about the problem

• Focuses on behavior/performance not personality

• Offers specific suggestions for improvement

• Concludes with specific action plans




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In Summary, Positive Coaching Behaviors Include …• Focusing on behavior—not personality

• Focusing on small, manageable pieces of behavior change

• Listening to and trying to understand the other person’s opinion

• Explaining fully and specifically what the other person needs to do

• Agreeing on an Action Plan but having them “take the A” for execution

• Catching people winning

• Involving the other person in developing the solution

• Assuring commitment to the Action Plan

• Transferring ownership for implementation

• Communicating and following up until the action is complete




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CHANGE MANGEMENT – OVERCOMING RESISTANCE TO CHANGE

50 Reasons Why It Won’t Work

1. We tried that before.

2. Our systems are different

3. It costs too much.

4. That’s beyond our responsibility.

5. That’s not my job.6. We’re all too busy to do that.

7. It’s too radical a change.

8. There’s not enough help.

9. We’ve never done it before.

10. We don’t have the authority.

11. There’s not enough time.

12. Let’s get back to reality.

13. That’s not our problem.




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Continued…

14. Why change it? It’s still working OK.

15. I don’t like that idea.

16. You’re right, but …

17. You’re two years ahead of your time18. It isn’t in the budget.

19. We’re not ready for that.

20. Sounds OK but impractical.

21. Let’s give it some more thought.

22. That’s my bowling day.

23. That doesn’t affect me or my child.

24. Nobody cares about that.

25. We’ve always done it this way.

26. It might not work.

27. Not that again!

28. Where’d you dig that one up?

29. We did all right without it.

30. It’s never been tried before.

31. Let’s shelve it for the time being.

32. I don’t see the connection.

33. What you are really saying is …




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Continued…

34. Let’s not be the first.

35. Maybe that would work in your department but not in mine.

36. The administration will never go for it.

37. It can’t be done.38. It’s too much trouble.

39. It’s impossible.

40. You’re not here to think.

41. Can’t teach an old dog new tricks.

42. Let me think about that and I’ll get back to you.

43. Let’s wait until the next generation.

44. Legislation says (I can’t remember) we can’t do that.

45. We can’t fight city hall.

46. That’s old/new business and can’t be discussed now.

47. That’s too serious a subject.

48. No one is interested.

49. It’s too early to think about it.

50. It’s too late to start.




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Why Do People Resist Change?

• The phrase, “overcoming resistance,” indicates an adversarial relationship …

since resistance is an emotional process, the key is understanding it

• People resist change because the change is:

• Perceived by them to be negative , and

• They do not want to deal with the reasons for it

• Resistance is a way of expressing feelings of concern about making a

change

•

These concerns tend to be:• Concerns over loss of control

• Concerns over vulnerability

• Your task is to help the person who is resisting change to express these

concerns directly




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Page 420

Acknowledging Resistance: Hints for the Right Words• How you feel:

• Your perceptions of how they feel

• Authentic:

• Encourages person to do the same

• Assertive:

• Direct, without putting anyone down

• Use “I” statements

• Descriptive, not evaluative




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“Identify the resistance”: mind over matter Form of Resistance Sounds Like…

Intellectualizing "But how would this compare to test

standards commonly employed at…"

"When we project this into our global

strategy for the year stardate 2073.5…"

Moralizing "Of course, that's the way they do it in

the West Cupcake office, but here…"

"You could do it that way, but we have a

firm belief here that we will not…"




Page 422

“Identify the resistance”: if I say yes, will you go away? Form of Resistance Sounds Like…

Flight into health "Your study showed that as a big

problem so we took care of it"

"That's slowed us down for years and

now it's fixed. Who could want

anything else?"

Compliance "OK, if you think we might be better off

with an entirely new organization

structure, we can do that"

"I can shorten the design cycle by 45%.

No problem"




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“Identify the resistance”: three golden oldies Form of Resistance Sounds Like…

Confusion "I know we've gone through this several

times now, but I just don't understand

how…"

"To Be or not To Be? Is that the

question?"

Silence " …"

Attack "How many of these…have you built?"

"When this project ends, you get to

move on, but I have to…"




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Five Steps for Dealing with Resistance

1. Identify the form the resistance is taking

2. Acknowledge the resistance

3. Be quiet, listen, let the person respond

4. Don’t take it personally

5. Remember the “two good faith responses” rule




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Acknowledge the Resistance• Tell the person your perception of the resistance

• Do it in a neutral, nonaggressive way with WIN/WIN words: “What I think I

hear you saying is …”

• Tell the person how the resistance is making you feel:

• Use “I” statements

• Be specific, clear, authentic




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Don’t Take It Personally• Remember, their behavior is not a reflection on you

• Let them air their defenses without responding defensively

• Do NOT defend your actions—this encourages “looking for holes”

• Do NOT counterattack head on




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Page 429

GENERAL TECHNIQUES – BEST PRACTICES

What are Best Practices?

• Best Practice is a way of performing a given task that is most likely to

consistently produce superior results

• “Benchmarking” refers to an external search, whereas Best Practices are

existing company-internal ways of working

• Best Practices exist broadly across an organization and they are constantly

evolving

• The company that can effectively identify, capture, share and apply Best

Practices, will perform better than its competitors




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Best Practices can produce two forms of performance improvement• Bring more individuals up closer to the top performers

• Skills transfer

• Methods, tools etc.

• Capture proactively on-going innovations and enhancements in the

organization, validate them and share across the group




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Page 437

GENERAL TECHNIQUES – BUSINESS IMPACT MATRICES, CAUSE

& EFFECT

• Description of technique

• The matrix has opportunities and issues as one axis and different aspects

on the other. The boxes are filled with values (e.g.. high, normal, low).

• How to use the technique (steps)

• Step 1: Prepare a matrix with opportunities and issues on one axis and

aspects that are considered to be important on the other axis.

• Step 2: In a team meeting fill the boxes with values. As the goal is to gain

agreement in the group about the evaluation, be sure all key players are

present in the meeting.






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Cause and Effect DiagramClassification

• Quality management, also known as Ishikawa or fishbone diagram, Masaaki

Imai, 1986, Kai-zen (Ky’zen), 1986, McGraw Hill

Abstract

• In a cause and effect diagram a problem is related to its causes, which again

can be related to their causes, thus giving an overview of the cause-effect

chain.

When to use

• When analyzing AS-IS models, a cause and effect diagram can be used to

depict the decomposition of the problem.

Description

• Cause and effect are related through an arrow (see Sample Deliverable)




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• Step 1: Describe the strategy of the organization.

• Step 2: Assess the strategy and define CSFs

• Step 3: Give highest priorities to those projects that support the critical

success factors




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Page 445

GENERAL TECHNIQUES – DAY IN THE LIFE OF (DILO)

Approach

• Experience a day with...

• Managers

• Non-managers

• Key line personnel (outside sales, inside sales, customer service reps, product

managers)

• Non-evaluative of the individual, confidentiality assured

• Gain an understanding of...

• Activities

• Processes

• People/culture

• Interfaces

• Time spent by category

• Strengths and opportunities

• Next Steps




Page 446

•

Numbers must be accurate, and are to be by the minute• Occurrences do not happen in 5 minute increments in real life

• Interfaces should be minimally disruptive to subject’s normal daily schedule

• You may want some descriptions / job overview at start of day

• Look for brown paper candidates

• Flows

• Work-with

• Document major themes, implications in bullet form

• Be descriptive and attach pertinent info, forms, examples




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Page 449

• Behavior (how to do it)

• Document on a pad (carrying a manila folder may help)

• Capture extensive detail while being sensitive to your audience; obtain

part numbers, est.. .

• Look for problems that can be fixed;

• Planning

• Coordination

•

Clear expectations• Follow up

• Missing parts

• Communications etc…

• Remember, not only are you searching for problems substantiated by

detail, but you’re also winning a friend. Be friendly, relax.

• Complete a Meeting Effectiveness Assessment sheet for each

scheduled and unscheduled meeting attended




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Page 452

DILO objective / approach• Objective

• To understand first-hand what activities jobs entail

• To assess the impact of xxxx

• To build enthusiasm for the change process

• Approach

• Experienced 17”Day In the Life Of’s”

• 7 Retailer Positions

• 4 Direct Field positions

• 6 Field Support positions

• Observed and tracked activities to understand time allocation -how do

people spend their time

• Track activities using pre-set time categories

• Criteria for value-added versus lower-value-added activities developed for

each functional group

• Encouraged shadowing of normal days




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Implications for implementation• Break down cultural barriers which are reinforcing ”old” behaviors

• Fear

• Lack of trust

• Streamline XXXX processes which are driving significant rework on retailer

side

• Better align XXXX’s retailer facing functions with customer (retailer) needs

• Significantly improve internal retailer processes to maximize leverage of

XXXX’s reengineering efforts




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Page 461

GENERAL TECHNIQUES – KPI

WHAT IS A KPI?

• KPI´s are related to results

• KPI´s show quantities which represent things which can be changed

• Structured to represent complete parts of a process

• I.e. if you introduce ”sales visits” also introduce actual results of sales visits.

• Representation of thinking of the various levels of management and workforce

• Installed in all key competence areas

• Allows you to calculate the levels of performance necessary to meet the

budget or a specific level of improvement




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Page 463

Useful hints

Design the KPI system on paper and test

• Relate programme results to different KPI´s

• Put in as-is figures for base lining

• Establish to-be (and intermediate) levels

• What-if analysis

• Which are the build-in incentives for different groups of people

Build the ”system” for collecting KPI´s

• Assign responsibility to the persons in charge for the result. Do NOT

delegate it to the finance department or quality• Collect and aggregate data for the system

Check if the KPI´s are working on a regular basis

• Relevant measures

• Valid data

• Deviations from expected results analyzed




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Page 465

Use two types of - Performance Tracking mechanisms

• Performance Achievement Reporting:

• Monitor and feed back programme results (actual performance vs.

baseline vs. target)

• Financial Benefit Achievement Reporting:

• Converts the performance improvement into a $ figure




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Results must be communicated clearly

• Assign dedicated resources to performance tracking

• Set up a special “war room” and cover the walls with displays of all

improvement programmes

• Bring people in the war room and “give them a tour” (seeing other people’s

successes is very often contagious)

• Publish results on billboards in public areas (e.g. the cafeteria), or in the

respective departments

• Communicate regularly to avoid surprises:

• Progress reports

• Meetings




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GENERAL TECHNIQUES – ORGANISATION DEVELOPMENT






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Job Description and Skills required (2)...List the skills required to carry out the job described.

Now, make an assessment of the skill level required to do the job correctly under the

following conditions:

• as a starter who needs training to begin doing the job

• as a beginner who can do it, but needs guidance or supervision

• as a competent practitioner

• as an expert who could teach others

Then write up a sort description of how you could measure or assess performance

in this role.




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The Personal Development planNow we are ready for the personal planning stage - review what we have now:

• a RACI chart which shows how the job fits into the business area

• a role and responsibility description for a defined job

• a job description and skills requirement which shows objectives

• a gap analysis for the jobholder

• detail of processes we developed

The next step is to create a plan for how to bridge the gaps

A good way of doing this is to appoint a coach or mentor to help build the action

plan and to follow up each action.




Page 473

GENERAL TECHNIQUES – PARETO CHARTING & THE PDSA

CYCLE

• How to use the technique (steps)

• Identify the problems of the current process

• Gather quantitative data about the cost associated with each problem

• Make a Pareto chart based on the costs of the different problems

• A Pareto chart of the to-be situation might be used to visualize the

performance improvement




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Page 475

Where there is no problem there can be no improvement.Definitions

• Prediction is the ability to forecast, to tell beforehand.

• Standardization is a way of spreading the benefits of improvement throughout

the organization.

(Kenzo Sasaoka)

Both are integral parts of the PDSA process.




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When to use it?• As a framework for any change, large or small.

• When knowledge is desired as a result of action.

• When it is important to act quickly without wasting resource.




Page 484

Conclusion• The PDSA framework works in all circumstances.

• It will allow data to be turned into competitive advantage more quickly.

• It is about prediction, and hence effective action and use of resources.

• It can be used in any situation, and is compatible with any tools, techniques

and other methods.






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GUIDELINES• Remember new culture philosophy when defining roles and responsibilities

• Eliminate “checkers checking checkers”

• Encourage teamwork

• 100% accuracy not always required

• Place accountability (A) and responsibility (R) at the level closest to the action

or knowledge

• There can be only one accountability per activity

• Authority must accompany accountability

• Minimize the number of consultants (C) and informs (I)

• All roles and responsibilities must be documented and communicated




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PROCESS STEPSResponsibility charting is completed in a six step process:

1. Introductory meetings are conducted to inform key management of the

purpose and requirements of the process

2. Decision and function lists are developed, analyzed and collated into a master

function list.

3. Responsibility workshops are conducted to agree upon function definitions

and to assign codes that describe the type of participation each role will have toward

each function. The output is a responsibility chart.

4. The responsibility charts are documented and reproduced to distribute to all

participants and interfacing organizations.

5. The communication and reinforcement of the new role definitions are

accomplished through meetings with all individuals and departments involved.

6. Follow-up is conducted to ensure that relationships defined in the process are

being adhered to and to encourage participants to live the roles.




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GET FEEDBACK AND BUY-IN• The RACI chart is shown to representative groups of people covering the

roles on the chart

• Their builds are captured and the chart is revised as appropriate

• The RACI may be validated in conjunction with the other products of the

Project Team

BENEFITS

• Increased productivity through well defined accountability

• Reduced scrap and rework because need specifications are clarified

• Increased capacity by eliminating overlaps and redundancies

• Streamlined organization structure by collapsing unneeded layers and placing

accountability where it belongs

• Better trained people by involving them in workshops where fellow workers

discuss all roles and functions

•

Better planning process because of more participation of team members as aresult of building communication interfaces (consult and inform)




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GENERAL TECHNIQUES – SWOT & ROLE SPIDERS

SWOT Analysis

• When to use this technique

• Competitive analysis, when formulating a strategy for the client.

• Description of technique

• The internal analysis assesses the company’s performance in different

areas relative to its competitors. The external analysis discusses trends

in the environment of the company. Each trend is described as an

opportunity or a threat.


• Step 1: Assess the company’s performance relative to the competition.

Describe in terms of strengths and weaknesses.




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Continued…

• Step 2: Describe the trends that are shaping competition. Trends can have

different nature, e.g.., (not limited to) competition, demographical, technical,

(government) regulation, social.

• Step 3: Assess whether the trend will be a opportunity or a threat. Most trends

have both sides and can be turned into an opportunity if the company takes

action and if the trend can be addressed with a strength.

• Step 4: Assess the internal strengths and weaknesses of the firm. Relate the

performance of (parts of) the firm to the performance of its competitors and

describe the strengths and weaknesses.

• Step 5: Confront the external analysis with the internal analysis. Pay specialattention to opportunities that relate to strengths and threats that address

weaknesses.




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SOFTWARE TOOLS – BUSINESS MODELING & STIMULATION

Learning Objectives

• To understand how Modeling and simulation can assist in Process

Development

• To understand the concepts of dynamic simulation

• the problem statement

• business Modeling for simulation

•

performing simulation experiments• Modeling and simulation tools




Page 506

How Modeling and Simulation assists in Process Development

• Modeling and Simulation is a technique that gives insight in qualitative and

quantitative aspects of the behavior and performance of current or future

processes. Therefore it is a powerful technique to use in a Process

Development Project.




Page 507

Designing the TO-BE

• Modeling of the TO-BE plays a major role in the design process. It documents

the design in an unambiguous way, it helps in communication in the design

team.

• Simulation of the TO-BE helps in evaluating design alternatives, by comparing

the performance indicators that are measured in the simulation. It enables a

formal and objective comparison of design alternatives.

• Simulation and animation enables to get a better understanding of what is

going on in the new situation. It reveals problems that where overlooked in the

design. It activates creativity and helps in finding new alternatives.




Page 508

Why Modeling and Simulation Client Perspective

Understanding and assessing all aspects of today’s business is not a simple task.

The sheer magnitude and complexity of business processes means the implications

of proposed changes are rarely easily predictable. Yet the financial and disruptive

cost of direct experimentation would be enormous.

Simulation techniques allow us to build a model showing the behavior of your

organization - now or in the future - and imitate its operation. Uses range from

Modeling a specific manufacturing process to Modeling the flow of operation for

business process re-engineering.

Though simple physical models are sometimes useful, most simulations are set up

on a computer, allowing dynamic calculations of the consequences of different

actions or even visual, interactive representations of the workplace. Through

simulation we bring the model to life, providing an objective way to test and evaluate

potential changes in operational methods and gather quantitative data on

performance indicators and the chances and risks involved.




Page 509

Business Process Modeling for Simulation

In order to be able to perform a numerical dynamic analysis, we have to build a

formal model describing the behavior of the business process.

But we have to start by defining the purpose of the model and the goal of the study.

This means that we have to decide what the key performance indicators (KPI’s) are

for the process, what we want to measure as output parameters of the simulation.

This depends on the context in which the simulation study takes place. Typical

examples of KPI’s are capacity, throughput time, cost and utilization.

When we know for which aspects the model should be valid, we can start

constructing the model, which means that we decide which parts of reality have to be

described in the model.In the model we typically describe the flow of work, the different activities that take

place, the resources necessary to carry out the work and the relevant numerical

parameters like timing and volumes.

Such models can be relatively simple or very large and complex, they can contain

descriptions of (heuristic) decision making processes and scheduling activities; they

can contain an enormous variety of real historical or stochastic described data.




Page 510

Main Deliverables

• Numerical analysis of the clients’ problem, for instance evaluation of design

alternatives on capacity, cost or cycle time

• Analysis and data that support or drive the business case

• Insight in behavior and performance of (as-is, should-be, could-be and to-be)

business processes

• Formal descriptions of business processes, for documentation,

communication and analysis

• Speed-up of the redesign effort

• Risk reduction of investment decisions

• An implementation check and tuning instrument




Page 511

Further Reading

• Simulation Modeling and Analysis,

Law M.D., Kelton W.D.,

McGraw-Hill, New York (1982).

• Computer Simulation

A practical perspective,

McHaney R.,

Academic Press (1991),

ISBN 0-12-484140-6.




Page 512

Spotting Opportunities for Modeling and Simulation

• In situations where the client’s processes are redesigned (by us or by the

client), it is likely that

• Modeling can help for documentation and communication of the process

designs

• At a certain moment, the need for numerical analysis rises, usually for

decision support

• A business case could be required (supported by simulation)

• Simulation could be used for mobilization purposes




Page 513

Selling Modeling and Simulation in Process Development

• Often, the Modeling and simulation work will be an integral part of the Process

Development work, but sometimes it will be sold separately. A simulation

study can also lead to a Process Development opportunity.

• After spotting an opportunity, we often arrange a presentation and

demonstration for the client.

• Bring in a sales-oriented simulation expert.

• Consider offering a simulation assessment

or a scoping phase.

• Consider a simulation workshop




Page 514




Page 515

SOFTWARE TOOLS – TOOLS INTRODUCTION

Why Tools?

• Tools are necessary for certain components of the offering (e.g. simulation,

numerical analysis, prototyping)

• The tools increase the quality of what we offer

• Clients expect us to use tools

• Tools enable us to deliver a wider offering, e.g. workflow will take us a step

further towards implementation• Tools enable the reuse of data and knowledge

• Tools support commonality across SBA’s

• Differentiator from competitors

• Delivery efficiency




Page 516

• Drawing tools enable to create pictures. PowerPoint for creating slideshows is

a typical example. They also enable for instance the capturing of brown

papers. Drawing tools are not strong in performing any formal analysis

• Process Flowcharting tools are used to describe the flow of work and activities

performed in the process. Sometimes they can also be used to describe the

association between resources and activities. They also allow numerical

modeling of some parameters which results in the capability of performing

some static analysis. Some of them expand to two sides: towards business

modeling and (upper) CASE

• Simulation tools allowing for formal process modeling and dynamic numerical

analysis

• Process Prototyping tools are capable of showing prototypes of future user

interfaces and simulate the flow of work in the TO-BE process in real time

(some workflow tools have this capability)

• Communication & mobilization tools are used for supporting the change

process, typically they show in some way the future situation (for instance

video, animated simulation, HyperCard and multimedia systems)

• Workflow tools are used operationally to manage the flow of work through a

process, typically electronic documents in an administrative process




Page 517




Page 518




Page 519

FURTHER INFORMATION

For more information on other products available from The Art of Service, you can

visit our website: http://www.theartofservice.com

If you found this guide helpful, you can find more publications from The Art of

Service at: http://www.amazon.com




Page 520

INDEX*

A accountability 156, 487, 500Achievement Reporting 465action plan 29, 154, 160, 206, 407, 410-11, 413-14, 472

activities, noted List 410activities , low-value 327address weaknesses 206, 502adjectives 61Affinity Process 3, 165analysis, external 501-2answers 45-9, 51-3, 55, 57-60, 64, 138, 171, 280

posted 171application systems 56, 295

parallel 294-5applications 56, 69, 78, 251, 285, 294-5, 303, 310, 313architecture 293, 363-5Art of Service 519as is 288

as-is process steps 273attainment 200, 308automation 77-8axis 437

B barriers 18, 57, 59, 73, 169, 365baseline 347, 352, 356, 465behavior 376, 399, 407, 414, 426, 506, 508-10Beizer 347, 352, 356benchmarks 310, 313benefits 2, 58, 77, 82, 96, 142, 163, 166, 190, 223, 225, 231, 282, 364, 375, 389 [1]Boehm 348-9boxes 104, 142-3, 437

story Process 142break 50, 160, 162, 175BROWN PAPER 3, 131, 138, 143, 145-6Brown Paper Fairs 145-6budget 30, 33, 54, 62, 227, 254, 416, 461business 4, 15, 26, 34, 39, 46-9, 53-4, 56, 59, 62, 70, 96, 109-10, 200, 231, 342 [10]

changing 285required 295, 310

business activities 71, 205BUSINESS ALIGNEMENT FINANCIAL ANALYSIS 3, 209BUSINESS ALIGNMENT 3, 199business areas 53, 64business benefits 346, 348

business cases 195, 225, 241, 512business costs 69business executives 46-50, 52-3, 56-7, 59business functions 295, 310business leaders 57, 62Business Management Processes 342business model 205Business Modeling & Stimulation 4, 505business objectives 46, 49, 203, 205Business Plan 205business plan, corporate 207BUSINESS PROCESS AUTOMATION Task 78business processes 77-8, 96, 110, 205-6, 293, 508-10business processes 510

Business Strategic Imperatives 46business strategy 48, 364




Page 521

Business Unit Stakeholders 44, 66, 340, 360business value 46, 69

C capability 516capacity 115, 509-10Card & Glass 346, 350-1, 355cards 72category Processes 334Causal Analysis Promote prevention 347, 350-2, 355champions 392, 396change 4, 40, 50, 58, 62, 363, 368, 370, 373-6, 379-80, 386, 415-16, 418, 483change agent 374, 379CHANGE MANAGEMENT 4, 313, 367change process 373-6, 516change process Approach 452change profile 3, 101, 104characteristics, common 441Characteristics of High Performance Organizations 371chart 142, 160-1, 470, 500

CIO 52claims process 79client 5-6, 21, 48, 50, 57, 64, 67, 82, 96, 113, 184, 210, 362, 501, 510, 512-13Client Archive Analysis 3, 105client personnel 117, 396clients organization 75Close Minded Open Minded Entrepreneurial Bureaucratic 61closure 164clusters 171-2, 178coach 379-80, 472coaching 4, 399, 407, 411code 282, 351, 490code analysis tools 351, 355Comments/Tools 347, 349-51, 353, 355Comments/Tools Planning Process 344Comments/Tools Process Modeling 346Common User Access (CUA) 347company 2, 45-6, 50-1, 55-6, 58-9, 62, 67-8, 71, 362, 429, 501-2company business strategies 199company name 44, 66, 340-1, 360-1company name 52competences 441

core 4, 441competition 40, 501-2competitors 429, 501-2complex transactions 348-9Complexity Analysis 349-50, 355

Complexity Analysis Limiting 350-1, 355configuration 347, 352, 356connection 47, 416Connell & Shafer 348, 350consensus 117, 145, 163, 171, 175, 413

obtaining 165Construction Processes 350Constructive Feedback 413Consulting Business cases 227-8Consulting Business Process Modeling for Simulation 509Consulting CHANGE MANAGEMENT 389, 399Consulting Design Processes 349Consulting GENERAL TECHNIQUES 429, 437, 441, 445, 461, 473, 485, 501Consulting Maintenance Processes 355

Consulting Objective 310-11, 313Consulting Opportunities for Improvement 345, 352-4, 358




Page 522

Consulting Process 75, 77, 105, 107, 109, 117, 127, 131, 145Consulting Process Description References 344Consulting Process Engingeering 101Consulting Question 46, 48, 51-3, 56, 59, 61, 63Consulting Selling Modeling and Simulation in Process Development 513Consulting WORKGROUP SKILLS 149, 159, 165, 177contents/process Data 156Contract Management 344-5Cost Accounting Processes 343Cost Benefit Analysis 347-8costs 26, 34, 54, 58, 70, 128, 225, 227-8, 254, 288, 294, 343, 415, 473, 509-10CSFs 205CUA (Common User Access) 347culture 61-2, 403customer base 49, 241customer perceptions 241, 310Customer Requirement Analysis 3, 107customer satisfaction 39, 50, 241, 356-7customer service reps 445customer service Ability 261

customers 26, 31, 39-40, 46-50, 53-4, 57, 69, 107, 110, 113, 204, 209, 251, 310, 344-5, 459customers 54

D data, summarized 266data bases 294-5Data Modeling 346-7, 349Data Modeling Entity Relationship Diagrams 346, 348-9data redundancy 294-5, 303Defect Causal Analysis 346, 349-51, 355Defect Density 356-7Defect Tracking Recording of inspection 347, 350-2defects 350-1, 355Defects/KLOC 357delivery process 267

consistent application 263software 60standard 283

Demand Management Processes 343department 14-15, 44-5, 49, 52-3, 57, 66-7, 70, 282, 340, 360, 362, 394, 417, 490design 346, 349, 463, 507

File/Database 313, 324design alternatives 507, 510design process 507designations 2detection, early 347, 350-2, 355Devel 344, 353, 357

Development Productivity 356-7Diagnostics 3-4, 45, 55, 62, 195, 199, 209, 225, 241, 253, 263, 271, 279, 285, 339, 359 [3]diamonds 142-3DILO 4, 263, 334, 445, 452document 44, 66, 75, 77, 137, 340-1, 360-1, 507documentation 241, 313, 341, 354, 361, 510, 512dots 178

E economics 127-8effect diagram 439effectiveness Process 113Effort Accounting 344-5environment 207, 231, 362, 374, 501

technical 288Estimating Process 343




Page 523

evaluation 206, 334, 437event 24, 145Event Modeling Modeling of complex transactions 348-9execution 81executives 46, 48-53, 56-7, 59-60, 62existing/future process 81experience 29, 180, 184

F facilitator 154, 166, 171, 184-5

trained 348-9failure 31, 61feedback 12, 375-6, 412flipchart 178flow 64, 137-8, 508-9, 516flow charts 346, 348-9focus 22, 24, 47-9, 63, 308Focus Interviews 3, 25, 43, 65, 232Formal descriptions of business processes 510formal process modeling 516

FTEs (full time equivalents) 209full time equivalents (FTEs) 209Function Points 357functional groups 175, 334, 452Functional Quality 311, 318, 356functions 5, 45, 47, 53-4, 63, 69, 127, 138, 204, 210, 459, 490

G GENERAL TECHNIQUES 4, 469goals 30, 46-7, 67, 70, 150, 157, 180, 199, 207, 376, 407, 437, 509Grady 347, 350-2, 355group 45, 47, 57-8, 61, 67-8, 70, 137, 159-66, 171, 175, 177, 185, 188, 267, 362, 374-5 [7]Group of Resources 159group processes Clarification 177group's performance 50guide 206-7, 519

H he/she 7, 46-7, 58High Performance Organizations 371history 180, 256-7

defect 354-5

I idea-generation Decision-making process 177ideas 14, 57, 60, 153-6, 159, 161, 164, 185-6, 189, 191, 375IEEE 348-9

implementation 134, 231, 277, 353, 392-3, 396, 459, 510implementation processes 241, 352implications 57, 342, 446, 459, 508improvement 5-6, 14, 53, 58-9, 72-3, 223, 266, 313, 341-3, 345-6, 348-50, 352-6, 358, 394,

461, 475improvement program 40, 58-9, 62In-process quality assurance techniques 348, 350-2incumbent 52individuals 58, 69, 71-3, 79, 161-3, 375-6, 380, 397, 431, 490initiatives 18, 54, 56, 62, 71-2, 200, 231-2, 288inspection 347-8, 350-2intermediate support groups 267Interrelationship Process 165, 173, 175interview 5-6, 10-12, 14, 46, 55, 64, 67, 117, 203

Interview Form 3, 65interview notes 12




Page 524

interview process 6interview Interviewee 10interviewee 11-12, 45, 49, 52, 54, 58, 62, 64, 362Involvement Platform Architectures Information System Planning 73Is Technical Environment 285

J JAD (Joint Appl. Design) 347, 349JAD Facilitated sessions 348-9 job 6, 30-1, 47, 57, 68, 415, 471-2Joint Appl 347, 349Joint Appl. Design (JAD) 347, 349Joint Application Design 348-9Judy August 348-9

K Key Messages 368, 370, 374-6KLOC 357knowledge 175, 180, 184, 407, 483KPI 4, 461, 463, 509

L last name 44, 66, 340, 360leader 29, 62, 154, 159-60, 163-4liability 2life cycle systems development processes, lower 206list 10, 45, 54, 56, 63, 146, 368, 471

M Maint 356-7maintenance 49, 254, 257, 313, 357management 29, 31, 45, 225, 231, 266, 282, 329, 344-5, 362, 396, 461, 485

business processes Increases business 109problem 259

Management Processes Assessment 341matrix 437Measuring Software Design Quality 346, 350-1, 355meeting 47, 51, 149-50, 153-4, 159-62, 412, 437, 490meeting process Time keeper 153members 161, 163, 166, 173methodology 181-2, 207, 344milestones 145, 410Million 218mind 46, 58-9, 64, 421mission 26, 45-6, 71model 58, 81, 134, 205, 373, 508-9

defined process 79

Modeling 505-6, 508, 512-13modifications 347, 352, 356money 51, 75Monthly run-rate 218mortgage 75

N name 7, 11, 44, 46, 52, 60, 66, 114, 146, 161, 340, 360

first 44, 66, 340, 360Natural Work Teams 181, 392-3normalization 348-9numerical analysis 512, 515

O

objectives 5, 14, 46-7, 50-1, 67, 149, 199, 205, 207, 227, 283, 327, 389, 397operation 45, 75, 258, 313, 324, 363, 508




Page 525

data center 258-9Opportunities for Improvement 342-3, 346, 348-50, 355-6Organisation 364-5organization 45-6, 48-51, 53-4, 57, 59, 61-2, 79, 107, 145, 209, 231, 263, 282, 329, 342, 344-5

[11]Organization & Process Management Practices Form 4, 339Organization and Processes Management Practices 339organization chart, group's 67organization structure 63, 206, 422Organization Structure Better-Trained People Communications Roles 72organization Survey document 329organizational change 169

planned 368organizational strengths 5organizations processes 263ownership 5, 145, 156, 175, 251, 341, 361, 393, 396

P Pareto chart 473participants 77, 137-8, 145, 151, 154, 178, 266, 386, 490

participation 58, 165, 490, 500participative process 180partner 31, 48, 57, 204path 44, 47, 66, 340, 360, 397PDSA process 475People-oriented Task-oriented Proactive Reactive Participative Directive 61perceptions 5, 14, 251, 376, 420, 425performance 18, 50, 52, 57, 68, 72-3, 113, 266, 282, 344, 347, 352, 404, 461, 465, 501-2 [3]

improving 57, 59, 73performance indicators 507-8permit re-use 347, 352, 356person 2, 137, 162-3, 165, 175, 184, 409, 414, 418, 420, 424-5, 463, 470Person Month 357Person Responsible 71-2phrase 46-7, 418picture 49, 131, 178, 363, 516pink 137, 142plan 30, 46, 48-50, 175, 205-6, 342, 345, 407, 410, 472planning 48-9, 63, 151, 203-4, 242, 267, 345

Systems 267planning process, effective 345players 48, 56-7, 64, 184of practice delivery processes, best 263practices, best 4, 341, 429, 431priorities 33, 72, 82, 175, 178, 203, 206, 267, 441Prioritization Process 343Priority Priority 72-3

problem solving 151, 185PROBLEM SOLVING TEAM BUILDING 3, 179Problem Tracking 353, 355problems 21-2, 24, 29, 47-8, 51, 54-5, 60, 180, 182, 184, 187, 353-5, 392, 422, 439, 449 [7]process charting 3, 109Process Description References 342, 345-6, 348-9, 351-5, 357-8process designs 512Process Development Project 506Process Engingeering 3PROCESS FLOW 144, 273process flow diagram 137process management system 88process map 75process measurements 81

Process Modeling Typically Data Flow Diagrams 346, 348-9process names 114




Page 526

process prototyping 89PROCESS STEPS 490process synchronization 295Process Walkthrough 3, 75process Manages 78processes 3, 75, 78-9, 81, 95-6, 113, 131, 134, 160-2, 171-2, 184, 195, 341-57, 490, 505-6,

509 [18]defined 344acceptance 346administrative 516core 441emotional 418manufacturing 508refreezing 376retailer 459step 490

Processes Management Practices 339processes Mapping 109product/market combinations 107production 282, 354-5, 357

Production Library Mgmt 353-4productivity 350-1, 355, 357products 2, 39, 49, 75, 114, 441, 500, 519products Step 441professionals 271, 318Progress Review Process 344PROJECT BUSINESS CASE 3, 225Project Management Processes 344project probes 263, 273project process steps 273Project Review Form 4, 359project work 49, 57, 389projects 6, 8, 56-7, 62, 64, 73, 145, 200, 205, 210, 219, 225, 227, 231, 365, 396 [3]

Information Systems Planning xf0b7 266protégé, his/her 403prototype TO-BE processes 81Prototyping 345, 347, 349Prototyping May 348, 350PS/TB 180-2PS/TB methodology 181-2PS/TB process 184publisher 2

Q quality 12, 26, 39, 56, 190, 206-7, 241-2, 263, 271, 293, 310-11, 313, 356-7, 463, 515

technical 4, 294, 309, 313, 318, 324-5, 356Quality Assurance 344-5, 347, 352

quality assurance process 346quality drivers 310, 313

R RACI 4, 485, 500rate 218, 345, 364

processors Utilization 258Re-Engineering Processes 355Re-testing 347, 352, 356real time systems 348-9recommendations 56, 58-60, 62, 147, 153, 364, 393redundancies, functional 327Regression 346-7, 352, 355-6reliability 47, 227, 241, 355

remind 160request 75, 344




Page 527

resistance 4, 415, 418, 420, 424-5Resistance Sounds Like 421-3resistance 421-3resources 30, 33, 48-52, 56-7, 159, 161, 184, 231, 345, 410, 483-4, 509, 516

computer 78-9responsibilities 46, 52, 68, 137, 153-4, 185, 283, 345, 362, 364-5, 415, 463, 470, 485, 487Responsibilities Information Systems Team Building 72responsibility charting 485, 490responsibility charts 490retailer 459retooling 56-7Risk Analysis 347, 349Risk Analysis Process 348-9risks 61, 271, 344, 348-9, 508Rohm & Haas Prioritization Process 344, 348-9roles 5, 11, 14-15, 34, 47-8, 79, 81, 150, 153-4, 184, 283, 374-5, 411, 470-2, 490, 500 [2]

S sales 445, 461schedule 30, 70, 277, 344-5, 357

extended conversion 294-5scheduling 344-5scope 341, 361scores 241, 310, 313security 313, 342, 347, 352, 365self-destruct 40service organization 48service organization xf0b7 26services 2, 39, 43, 47, 49, 52, 56, 65, 69, 110, 113, 242, 339, 361-2, 364, 519 [3]

customer 107sessions 21, 166, 173, 375, 409, 411

audience analysis 59-60business management interview 50

shops 57-8, 62simulation 505-9, 512-13, 515skills 149, 206, 471Sociable Status Conscious Finance 61-2Software Inspection Process 348, 350-2Software Process 344Software Testing and Quality Assurance 347, 352SOFTWARE TOOLS 4solutions 24, 50, 57, 60, 165-6, 175, 184, 186, 190, 363, 392-3specification discovery process 348, 350staff 39, 341-2, 361Staff Development Plan 342staff planning process 267standards 63, 263, 288, 313

steps 12, 78, 127, 131, 137, 163, 184, 187, 189-90, 285, 288, 373, 375, 380, 424, 472-3 [4]story 21, 59, 131, 137, 188Strategic Alignment Business Case 232strategies 46, 48, 51, 200, 203-5, 207, 231, 342-3, 364, 443, 501

business/IT 48corporate 200, 205, 207

Strauss & Ebenau 348, 350-2strengths 14-15, 51-2, 60, 68, 146, 266, 318, 362, 374, 410, 501-2Structured Programming 350-1Structured Rapid Prototyping 348, 350stuff, right 33, 39support 26, 40, 49, 73, 78, 200, 205-7, 223, 242, 283, 311, 343, 357, 364, 443, 510support business activities 205support business processes 206

support staff 288symptom 21-2




sync 46, 50, 59System Architecture 4, 293systems 4, 22, 26, 39, 49, 51, 55-6, 68, 70, 77, 81, 325, 347, 352, 354-6, 363-4 [4]

key 318, 362operational 348, 350

systems transformation 21, 169

T tasks 68, 77-8, 188, 345, 418, 429, 508team 6, 31, 117, 156-7, 161-2, 165, 171, 173, 175, 180, 205, 376, 389, 394, 397team building 31, 63Team-oriented Individualistic Trusting Suspicious Sensitive Insensitive 61teamwork 31, 487Technically Oriented 61-2techniques 21, 101, 127, 149, 206, 283, 313, 374-6, 437, 443, 473, 484-5, 501, 506technologies 47-8, 54, 77, 255, 294, 365, 368Technology Plan 342Technology Planning organization 203Test Coverage 346-7, 352Test data 347, 352, 354, 356

t t d f t G d 347 350 2

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