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Team BottlesworthElements of Software Management                   Task 2                 Team Members: Pavel Fomin, Weibi...
Agenda• Change Management Initiative for Astral Bank   – Goal   – Portfolio Dashboard   – Roadmap for Change Management• T...
Goal               GoalPurpose       Optimize performanceIssue         Controlling performance of              critical pr...
Reports• Portfolio Dashboard   – What’s the current status of the portfolio?   – Which projects need immediate attention?•...
Portfolio DashboardMetrics: 1. Overall Status 2. Priority 3. Color Identification                                         ...
Managing a Metrics initiative                 A 3.5 stage roadmap                               CM team setup             ...
Roadmap for Change Management            Phases• Timeline      • Inception      • Pilot Run      • Final roll-out plan    ...
Interesting Reference                 "9 Tips for Change Agents”1.   Be open to data at the start.            6. Be a lear...
Rationale• Later revisions   – Reports       • Show critical projects at a glance       • 3 Reports + 7 Metrics       • Sc...
Insights• Major insights   – Why ADKAR?   – McKinsey Quarterly June 11: Organizational Health, Keller & Price       • Subt...
Intrinsic Challenges           Challenge                                      ResolutionSelecting the Roadmap             ...
Conclusion• Portfolio Dashboard   – Goal:       • Optimize portfolio performance   – Managing a metric’s initiative   – Ch...
References•   Grady, R. B., & Caswell, D. L. (1986). Software Metrics: Establishing a Company-Wide Program.    Upper Saddl...
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Case Study: Managing a Metrics Initiative

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  • Transcript of "Case Study: Managing a Metrics Initiative"

    1. 1. Team BottlesworthElements of Software Management Task 2 Team Members: Pavel Fomin, Weibin Xu, Surbhi Dangi, Glenn Wood Presented By: Glenn Wood, Surbhi Dangi December 06, 2011 1
    2. 2. Agenda• Change Management Initiative for Astral Bank – Goal – Portfolio Dashboard – Roadmap for Change Management• Team experience – Rationale – Insights – Challenges – Improvements – Interesting References• Conclusion 2
    3. 3. Goal GoalPurpose Optimize performanceIssue Controlling performance of critical projectsObject Projects in critical statePerspective PortfolioViewpoint PPM and Stakeholders 3
    4. 4. Reports• Portfolio Dashboard – What’s the current status of the portfolio? – Which projects need immediate attention?• Schedule Report – Which projects are behind/ ahead of planned schedule?• Budget Report – Which projects are over/under allocated?• Resources Report – Which projects are over/under staffed? 4
    5. 5. Portfolio DashboardMetrics: 1. Overall Status 2. Priority 3. Color Identification 5
    6. 6. Managing a Metrics initiative A 3.5 stage roadmap CM team setup CM team setup Choose pilot change Choose pilot change Find and solve issues Find and solve issues Prove value Prove value Pilot Inception Roll out Concept Feasibility Report/Metric definition Training Report/Metric definition Training Measure change process Discussion and feedback Discussion and feedback Measure change process Feedback and improvement Assess benefit/risk Assess benefit/risk Feedback and improvement Define measurement for CM Define measurement for CM• ADKAR model - for its “people dimension” Awareness / Desire / Knowledge / Ability / Reinforcement 6
    7. 7. Roadmap for Change Management Phases• Timeline • Inception • Pilot Run • Final roll-out plan Pilot Inception Roll out Concept Feasibility 2 weeks 4 weeks 4 weeks Initial 6-12 month iteration, 2 weeks 4 weeks 4 weeks Initial 6-12 month iteration, with continuous follow-up. with continuous follow-up. 7
    8. 8. Interesting Reference "9 Tips for Change Agents”1. Be open to data at the start. 6. Be a learning person yourself2. Network like crazy 7. Laugh when it hurts3. Document your own learning 8. Know the business before you try4. Take senior management along to change anything5. No fear! 9. Finish what you start.Liberated our thinking on the demands of Change Management. Notable: "Youve got to be fearless and not worry about keeping your job." Ref: http://www.fastcompany.com/magazine/05/changetips.html 8
    9. 9. Rationale• Later revisions – Reports • Show critical projects at a glance • 3 Reports + 7 Metrics • Scaled down 15 metrics to 7 most relevant metrics – Roadmap for Change Management • Inception = 2 weeks • Pilot = Concept + Feasibility = 2 weeks • Roll out = Initial 6 - 12 month iteration 9
    10. 10. Insights• Major insights – Why ADKAR? – McKinsey Quarterly June 11: Organizational Health, Keller & Price • Subtle differences between concept/feasibility and inception/pilot• “AH HA” moments! – Team Experiences: • “..after one week of absence, my team saved me and worked out a great draft.” • Tabulating CMI • ADKAR recommendation on the “people dimension”. 10
    11. 11. Intrinsic Challenges Challenge ResolutionSelecting the Roadmap Brainstorming; Sheryl’s feedbackDividing responsibilities “Take your pick”Different format of thinking Team consensusUnexpected leave Action items re-assignmentLast minute changes Vote Addressing challenges from Task 1 Challenge Resolution Weekly Rotating team roles Fixed roles Too many editors in Task 1 One editor in Task 2 11
    12. 12. Conclusion• Portfolio Dashboard – Goal: • Optimize portfolio performance – Managing a metric’s initiative – Change Management Roadmap• Team insights – Worked together to come up with a great proposal – Learned a lot about working in high-performance teams 12
    13. 13. References• Grady, R. B., & Caswell, D. L. (1986). Software Metrics: Establishing a Company-Wide Program. Upper Saddle River, NJ: Prentice-Hall Inc.• Johanna Rothman. (2011, Nov 8). Implementing Agile Across the Organization. Retrieved from Agile Journal: http://www.agilejournal.com/articles/current-edition/6462-agile-journal- november-2011• Keller, S., & Price, C. (2011). Beyond Performance: How Great Organizations build Ultimate Competitive Advantage (1 ed.). Wiley. Retrieved from http://www.mckinseyquarterly.com/Organizational_health_The_ultimate_competitive_advantag e_2820• Lott, C. M., Differding, C., & Hoisl, B. (1996, Aoril). Goal-Question-Metric (GQM) Approach. Retrieved from http://www.chris-lott.org/work/pubs/1996-gqm-tp.pdf• McKinsey Quarterly. (2011). Finding the Right Place to Start Change. McKinsey.• Norton, D. P. (2001, Sept 1). Leading Change with the Balanced Scorecard. Retrieved from All Business Recomends: http://www.allbusiness.com/technology/databases/809117-1.html• Prosci. (2007). A Model for Change Management. Retrieved from Change Management Tutorial Series: http://www.change-management.com/tutorial-adkar-overview.htm• Prosci. (2011). Prosci Complete Training Brochure. Retrieved from Change-Management.com: http://www.change-management.com/Prosci-Complete-training-brochure-v1.pdf• The Westfall Team. (2010). The Westfall Team. Retrieved November 6, 2011, from Software Metrics, Measurement & Analytical Methods: http://www.westfallteam.com/software_metrics,_measurement_&_analytical_methods.htm• Westfall, L. (2003). Are We Doing Well, Or Are We Doing Poorly? The Westfall Team. Retrieved Nov 7, 2011, from http://www.westfallteam.com/Papers/Are_We_Doing_Well.pdf 13

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