Sept 2008 Presentation Quality & Project Management


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Presentation by Andy Willums - September 2008 ASQ Section meeting

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  • Sept 2008 Presentation Quality & Project Management

    1. 1. Quality and Project Management, A Strong Solution ASQ 9/8/2008 Andy Willums Mike Luther
    2. 2. Overview <ul><li>Introduction to Sage Software and Employer Solutions </li></ul><ul><li>What is Project Management? </li></ul><ul><li>State of the Software Industry </li></ul><ul><li>With and Without Process </li></ul><ul><li>Components of How We Use Project Management </li></ul><ul><li>Benefits Realized </li></ul><ul><li>Next Steps in the Journey </li></ul><ul><li>Summary </li></ul>
    3. 3. Introduction to Sage Software and Employer Solutions
    4. 4. Who Is Sage? <ul><li>Leading global supplier of business management software </li></ul><ul><li>The parent company is The Sage Group, plc </li></ul><ul><li>Currently Sage supports more than 2.8 million customers in the U.S. and Canada. </li></ul><ul><li>The sole focus is to provide business management software and services to small and medium-sized businesses. </li></ul>
    5. 5. Sage Solutions <ul><li>Financial Management </li></ul><ul><ul><li>Peachtree by Sage </li></ul></ul><ul><ul><li>Sage BusinessWorks </li></ul></ul><ul><ul><li>Sage Accpac ERP </li></ul></ul><ul><ul><li>Sage MAS ERP </li></ul></ul><ul><ul><li>Sage FAS Fixed Assets </li></ul></ul><ul><li>Customer Management </li></ul><ul><ul><li>ACT! by Sage </li></ul></ul><ul><ul><li>Sage CRM </li></ul></ul><ul><ul><li>Sage CRM SalesLogix </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>Payment Solutions </li></ul><ul><ul><li>Sage Payment Services is focused on credit card and debit care acceptance and check conversion. Payment Solutions also offers gift and loyalty card programs, as well as cash advance services to merchants. </li></ul></ul><ul><li>Industry Specific Solutions </li></ul><ul><ul><li>Sage also delivers a variety of specialized solutions for mid-sized businesses and organizations in the following industries: </li></ul></ul><ul><ul><li>Accountants </li></ul></ul><ul><ul><li>Construction and Real Estate </li></ul></ul><ul><ul><li>Nonprofit Organizations </li></ul></ul><ul><ul><li>Manufacturing and Distribution </li></ul></ul><ul><ul><li>Healthcare </li></ul></ul>
    6. 6. Employer Solutions <ul><li>Abra HRMS </li></ul><ul><ul><li>Sage Abra HRMS is the award-winning system comprising HR, payroll, benefits, ESS, training, recruiting, compliance and more. Abra features an integrated database and powerful reporting capabilities. </li></ul></ul><ul><li>Compliance Services </li></ul><ul><ul><li>Sage Compliance Services automates payroll tax payments and filings, wage garnishments, and W-2/1099 processes for employers in every industry, including more than 20 percent of the Fortune 500. </li></ul></ul><ul><li>Direct Deposit </li></ul><ul><ul><li>Direct deposit service for Peachtree Accounting customers </li></ul></ul><ul><li>TimeSheet </li></ul><ul><ul><li>Sage TimeSheet is a time and expense tracking solution for project-oriented organizations. It allows customers to capture detailed line-item task information for resources assigned and utilizes this data for allocation, costing, and project management systems. </li></ul></ul><ul><li>CarpeDiem </li></ul><ul><ul><li>Sage Carpe Diem is a time and expense recording system for billing professionals. Primarily known in the enterprise Legal industry, Carpe Diem is also utilized by Financial and Banking centers. It integrates with a variety of billing systems in the Legal vertical. </li></ul></ul>
    7. 7. What is Project Management?
    8. 8. Balancing Objectives Cost Scope Schedule Quality
    9. 9. Project Management Knowledge Areas
    10. 10. CMMI View of Project Management Level Focus Process Areas 5 Optimizing Continuous Process Improvement Organizational Innovation and Deployment Causal Analysis and Resolution 4 Quantitatively Managed Quantitative Management Organizational Process Performance Quantitative Project Management 3 Defined Process Standardization Requirements Development Technical Solution Production Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Decision Analysis and Resolution Organizational Environment for Integration 2 Managed Basic Project Management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Risk Rework Quality Productivity Risk Management Integrated Teaming
    11. 11. The Frameworks Quagmire
    12. 12. Growth of PM As of March 2002, membership in the Project Management Institute was over 90,000, with 40,343 Project Management Professionals certified.
    13. 13. Growth of PM (continued) <ul><li>As of November 2007: </li></ul><ul><li>membership in the Project Management Institute was over 249,860 </li></ul><ul><li>256,184 Total Active Project Management Professionals (PMP) certified </li></ul><ul><li>180,640 chapter members </li></ul><ul><li>60,562 members of Special Interest Groups (SIG) </li></ul><ul><li>New CAPM and PgMP certifications </li></ul>
    14. 14. Growth of PM (continued) <ul><li>The application of project management principles enables senior executives to: </li></ul><ul><ul><li>Establish measures of success </li></ul></ul><ul><ul><li>Enable customer focus and alignment </li></ul></ul><ul><ul><li>Quantify value commensurate with cost </li></ul></ul><ul><ul><li>Optimize the use of organizational resources </li></ul></ul><ul><ul><li>Incorporate quality principles </li></ul></ul><ul><ul><li>Put strategic plans into practice </li></ul></ul><ul><ul><li>Ensure fast time-to-market </li></ul></ul>
    15. 15. Growth of PM (continued) <ul><li>Project management also has gained popularity over the last several decades because of significant changes in the workplace. Some of these changes include: </li></ul><ul><ul><li>Downsizing (i.e. fewer people to do more tasks) </li></ul></ul><ul><ul><li>Projects and services have grown larger and more complex </li></ul></ul><ul><ul><li>Fierce global competition </li></ul></ul><ul><ul><li>Easier access to information through vast communications networks </li></ul></ul><ul><ul><li>More sophisticated customers demanding higher quality goods and services </li></ul></ul><ul><ul><li>Exponential technological growth </li></ul></ul><ul><ul><li>Multinational organizations seeking to establish uniform practices for managing projects </li></ul></ul>
    16. 16. State of the Software Industry
    17. 17. PM Problems <ul><li>Resources inadequate </li></ul><ul><li>Meeting (“unrealistic”) deadlines </li></ul><ul><li>Unclear goals/direction </li></ul><ul><li>Team members uncommitted </li></ul><ul><li>Insufficient planning </li></ul><ul><li>Breakdowns in communication </li></ul><ul><li>Changes in goals and resources </li></ul><ul><li>Conflicts between departments or functions </li></ul>Source: Leadership Skills for Project Managers, Jeffrey K. Pinto and Jeffrey W. Trailer, 1998
    18. 18. State of the Industry – CHAOS <ul><li>2004 Standish Group CHAOS Report on 9,236 projects </li></ul><ul><ul><li>29% on time, on budget, with required features </li></ul></ul><ul><ul><li>53% challenged </li></ul></ul><ul><ul><li>18% failed </li></ul></ul>
    19. 19. Top Success Factors for Software Projects Top 10 Success Factors for Software Projects, Standish Group 5 Other 100 TOTAL 5 Reliable Estimates 6 Formal Methodology 6 Firm Basic Requirements 8 Standard Software Infrastructure 10 Minimized Scope 12 Clear Business Objectives 14 Experienced Project Manager 16 User Involvement 18 Executive Support
    20. 20. Top Causes for Project Failure Source: Computing Technology Industry Association, Jan 2007 web poll of 1,007 respondents
    21. 21. With and Without Process
    22. 22. What Happens Without a Well-Defined Process? <ul><li>Organization is highly reactionary </li></ul><ul><li>Everything is an immediate crisis </li></ul><ul><li>Projects exceed schedules & budgets </li></ul><ul><li>No objective basis for judging quality </li></ul>
    23. 23. <ul><li>Practices are improvised or learned by “tribal legend” </li></ul><ul><li>Crisis management becomes the cultural norm </li></ul><ul><li>Heroes succeed, or success is on heroic effort </li></ul><ul><li>Reliance is on key employees (who are always threatening to leave) </li></ul><ul><li>Lack of documented processes and procedures </li></ul><ul><ul><li>Processes that have been defined aren’t followed, resulting in “shelfware” </li></ul></ul><ul><li>Lack of confidence in completing successful projects on time and within budget </li></ul><ul><li>Loss of Customer confidence </li></ul>What Happens Without a Well-Defined Process? (cont)
    24. 24. What Happens With A Well Defined Process? <ul><li>Higher quality products </li></ul><ul><li>More predictable and timely schedules </li></ul><ul><li>Lower costs and greater efficiencies </li></ul><ul><li>Better documentation and ease of product maintenance </li></ul><ul><li>Happier customers </li></ul><ul><li>Higher internal team morale </li></ul>Start Work Finish Project Schedule Reqs Coding Testing Release
    25. 25. Components of How We Use Project Management
    26. 26. Responsibility Assignment Matrix D river A pprover C ontributor I nformed Person responsible for facilitating Person with yes/no authority Person providing input Person that needs to know of the decision and rationale for decision <ul><li>The DACI terminology is used to describe the responsibilities for each deliverable produced in each phase. It indicates who is to perform the job, who contributes, who approves and who is informed of the results. </li></ul>
    27. 27. Responsibility Assignment - DACI Chart
    28. 28. SDLC Process Roadmap for Employer Solutions Design Development Detailed Requirements Product Launch <ul><li>Requirements Specification </li></ul><ul><li>Revise Project Plan </li></ul><ul><li>Revise BRD </li></ul><ul><li>Draft Test Approach </li></ul><ul><li>Market Launch Plan </li></ul><ul><li>Big Picture Design </li></ul><ul><li>Framework Document </li></ul><ul><li>Software Architecture Design Doc </li></ul><ul><li>Functional Design Specifications </li></ul><ul><li>UCD Interviews & Prototypes </li></ul><ul><li>Product Pricing </li></ul><ul><li>Draft Test Plans </li></ul><ul><li>Docs & Demos Knowledge Transfer </li></ul><ul><li>Deployment of Software or Service </li></ul><ul><li>Conduct Training </li></ul><ul><li>Monitor Early Adopters </li></ul>(M7) Close Project and Archive Docs (M1) Kick Off (M2) Specifications Complete (M3) Design Complete Set Deployment Date (baseline) Project Close Out <ul><li>Lessons Learned Session </li></ul><ul><li>Customer Feedback </li></ul><ul><li>BP Feedback </li></ul><ul><li>Analyze Metrics </li></ul><ul><li>Update Project folder </li></ul><ul><li>Archive Project Artifacts </li></ul>(M4) Feature Complete Code Complete Ideation <ul><li>Opportunity Assessment </li></ul><ul><li>UCD On-Site Visits </li></ul><ul><li>BRD </li></ul><ul><li>MRD </li></ul><ul><li>MRD Review/Approve </li></ul><ul><li>SWAG </li></ul><ul><li>Greenlight Decision </li></ul><ul><li>Team Planning for Release Readiness Checklist </li></ul>(M6) Implementation Complete (M) = Milestone Verification & Validation (M5) Certification, Code Freeze, Golden Build <ul><li>Code & Unit Test </li></ul><ul><li>Design Audit </li></ul><ul><li>Feature Complete </li></ul><ul><li>Revise/develop documentation </li></ul><ul><li>Revise Test Plans </li></ul><ul><li>Develop Training Material </li></ul><ul><li>Update Sample & Demo Data </li></ul><ul><li>Execute Test Plan </li></ul><ul><li>QA Automation </li></ul><ul><li>External Testing </li></ul><ul><li>Final Pass </li></ul><ul><li>Master CD </li></ul><ul><li>Marketing Material </li></ul><ul><li>Support Prep </li></ul><ul><li>Review & Pilot Training Material </li></ul><ul><li>Support Prep </li></ul><ul><li>UCD Usability Testing </li></ul><ul><li>Demos </li></ul><ul><li>Prepare for orders </li></ul><ul><li>BOM & CD Art </li></ul><ul><li>Readiness Assessment </li></ul>Project Mgt, QA, SCM, Project Tracking, Communication, Issues, Risks, Lessons Learned, Training
    29. 29. Issue/Action Item Management <ul><li>Issue: formally defined problem that is impeding the progress of a project or a program </li></ul><ul><li>Action Item: “to do” type item not large enough to add to a schedule </li></ul><ul><li>Both of these items are typical outputs from meetings and can be tracked through resolution and reported </li></ul>
    30. 30. Risk Management <ul><li>Risk : an event that may or may not occur in the future and is managed by a “mitigation” (preventive) and a “contingency” (curative). Its occurrence is recognized to have a potentially adverse effect on the program/project objectives or the quality of its deliverables. </li></ul><ul><li>Risk Management : “An organized, analytic process to identify what might cause harm or loss (identify risks), assess and quantify the identified risks, and to develop and, if needed, implement an appropriate approach to prevent or handle risk causes that could result in significant harm or loss.” [CMU/SEI-2002-TR-002] </li></ul>
    31. 31. Lessons Learned <ul><li>Lessons Learned provide all projects with the opportunity to share relevant data, information and experiences with their organization. Consequently, centralized Lessons Learned can help others preview, evaluate, apply or adapt: </li></ul><ul><ul><li>Successful “how to” engineering hints, work-arounds and methods. </li></ul></ul><ul><ul><li>Critical project management, engineering and support skills. </li></ul></ul><ul><ul><li>Training performance and services. </li></ul></ul><ul><ul><li>Group communication performance. </li></ul></ul><ul><ul><li>Process/product review skills. </li></ul></ul><ul><ul><li>Procedural clarifications, additions or simplifications of tailored project level processes. </li></ul></ul><ul><ul><li>New opportunities to leverage existing technology. </li></ul></ul><ul><ul><li>New technology products and/or solutions. </li></ul></ul><ul><ul><li>Candidate input items for process improvement initiatives, working group projects or pilot efforts. </li></ul></ul>
    32. 32. Project Management Components
    33. 33. Tools Used <ul><li>MS Project </li></ul><ul><ul><li>Used for developing and tracking schedules </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>Kidasa Milestones </li></ul><ul><ul><li>Generates management-friendly PowerPoint stoplight chart and forward looking portfolio view from MS Project files </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>MindManager </li></ul><ul><ul><li>Mind maps for brainstorming, lessons learned, decision making </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>DevTrack </li></ul><ul><ul><li>Track defects and items for release </li></ul></ul><ul><ul><li> </li></ul></ul>
    34. 34. Tools Used <ul><li>SharePoint </li></ul><ul><li>Borland Silk Central Test Manager (SCTM) </li></ul><ul><li>HP Quick Test Professional (QTP) </li></ul><ul><li>HP LoadRunner </li></ul><ul><li>VSS </li></ul><ul><li>SCRUM Works </li></ul>
    35. 35. Benefits Realized
    36. 36. Poor Communication = Poor Results
    37. 37. Gaining Clarity <ul><li>Who is Doing What? When? </li></ul>
    38. 38. Clarity in Communication
    39. 39. Clarity in Communication
    40. 40. Benefits Aligned to Sage Principles <ul><li>Agility </li></ul><ul><ul><li>Standardized project team structure and data allows for faster and more thorough planning as well as more efficient project start ups and tracking </li></ul></ul><ul><ul><li>Agile development methodology provides more frequent working product releases and flexibility for content prioritization changes </li></ul></ul><ul><li>Innovation </li></ul><ul><ul><li>Lessons Learned sessions help point out best practices and process improvement opportunities </li></ul></ul><ul><ul><li>Business Process Improvement projects focus on solving particular pain points </li></ul></ul><ul><ul><li>Expanded definition and use of Beta programs produces a better understanding of how our products perform upon implementation </li></ul></ul><ul><ul><li>The use of Project Management has proliferated to non-software projects resulting in better plans, communications, and controls </li></ul></ul><ul><ul><li>The use of customer surveys, user groups, and Usability Studies helps us to better understand the needs of our customers </li></ul></ul>
    41. 41. Benefits Aligned to Sage Principles (cont) <ul><li>Trust/Integrity </li></ul><ul><ul><li>Senior management regularly meets in Program Reviews to discuss status of all projects from the Master Schedule, solve prioritization and resource contentions, and review trends in issues and risks across projects </li></ul></ul><ul><ul><li>Readiness Reviews and Certifications provide a forum to review quality data and for all project team members to explain to senior management how they are ready to support both the product and the customer base </li></ul></ul><ul><ul><li>Disciplined use of the SDLC for all software project has yielded an average variance of less than 3% for both hours of effort and schedule days once a project is baselined at Design Complete (typically 4+ months between baseline and project complete) </li></ul></ul><ul><li>Simplicity </li></ul><ul><ul><li>DACI Chart and Process Roadmap communicate our project process and clarifies roles and responsibilities on project teams </li></ul></ul><ul><ul><li>Keeping current and historical project documents such as a standard set of schedule reports, issues, and risks in a single repository in a standard structure allows managers and project team members to review status at any time </li></ul></ul><ul><ul><li>Providing Project Management training gives team members clear expectations </li></ul></ul>
    42. 42. Defect Improvements Product A Product B Product C **DRE – Defect Removal Efficiency (Critical and High Priority only) = Defects Found During Test / Defect Found During Test + Defects Found in Field 6 months post release
    43. 43. Improvement Case Study <ul><li>Starting situation </li></ul><ul><ul><li>Year End Processing of payroll data for customers is an intense and important time of year </li></ul></ul><ul><ul><li>Growth in this area caused concern for performance levels </li></ul></ul><ul><li>What we did </li></ul><ul><ul><li>Formed one integrated project team from primary affected stakeholders and identified sister departments and 3 rd party vendors for input and review </li></ul></ul><ul><ul><li>Formalized project plan to ensure deliverables on track </li></ul></ul><ul><ul><li>Published a set of policies, deadlines, training, and roles and responsibilities to our customers to help with expectation setting </li></ul></ul><ul><ul><li>Became more proactive much earlier in the process in cleaning data </li></ul></ul><ul><ul><li>Established call campaigns based on data validations to help customers avoid last minute problems </li></ul></ul><ul><ul><li>Cross-trained associates from other areas to take calls </li></ul></ul><ul><ul><li>Support held daily management meetings to review prior day’s results </li></ul></ul>
    44. 44. Improvement Case Study (Results) <ul><li>Between the 2006 and 2007 Year End Processing seasons </li></ul><ul><ul><li>More work </li></ul></ul><ul><ul><ul><li>129% increase in number of clients </li></ul></ul></ul><ul><ul><ul><li>243% increase in number of forms processed </li></ul></ul></ul><ul><ul><ul><li>27% increase in number of calls </li></ul></ul></ul><ul><ul><li>Same or less staff </li></ul></ul><ul><ul><ul><li>Available staff decreased by 1 </li></ul></ul></ul><ul><ul><li>Same or better performance </li></ul></ul><ul><ul><ul><li>35% decrease in Abandon Rate </li></ul></ul></ul><ul><ul><ul><li>6.7% decrease in Service Level </li></ul></ul></ul><ul><ul><li>Overall </li></ul></ul><ul><ul><ul><li>With 27% increase of calls, we decreased abandon calls by 35% and only a 6.7% decrease in service level </li></ul></ul></ul>
    45. 45. Next Steps in the Journey
    46. 46. Coming Soon <ul><li>Next evolution of test automation </li></ul><ul><li>Integration of test tools and data </li></ul><ul><li>SDLC to include more Agile methodology </li></ul><ul><li>Business Process Improvement projects using Six Sigma’s DMAIC lifecycle </li></ul>
    47. 47. Summary <ul><li>Introduction to Sage Software and Employer Solutions </li></ul><ul><li>What is Project Management? </li></ul><ul><li>State of the Software Industry </li></ul><ul><li>With and Without Process </li></ul><ul><li>Components of How We Use Project Management </li></ul><ul><li>Benefits Realized </li></ul><ul><li>Next Steps in the Journey </li></ul>
    48. 48. Resources and Next Steps <ul><li>Resources: </li></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><ul><li> </li></ul></ul><ul><li>Next Steps: </li></ul><ul><ul><li>Define your way of performing project management, be consistent in its use, show others, feed improvement information back into the process </li></ul></ul><ul><ul><li>Consider joining PMI and/or local chapter </li></ul></ul><ul><ul><li>Consider continued development via courses, books, webinars, forums, etc. </li></ul></ul>
    49. 49. Questions and Answers