IT Processes & Systems Applying DMAIC Process for IT (Hardware & Software) Initiatives Anand Subramaniam

“ Authority without wisdom is like a heavy axe without an edge, fitter to bruise than to polish.” - Anne Bradstreet

“ Authority without wisdom is like a heavy axe without an edge, fitter to bruise than to polish.”

- Anne Bradstreet

Highlights Define Process Measure Process Analyse Process Improve Process Control Process

Define Process

Measure Process

Analyse Process

Improve Process

Control Process

Overview

“ Do not fear mistakes. You will know failure. Continue to reach out.” - Robert Galvin

“ Do not fear mistakes. You will know failure. Continue to reach out.”

- Robert Galvin

DMAIC Cycle for IT Initiative Define § What is the business case for the project? § Identify the customer § Current state map § Future state map § What is the scope of the project? § Deliverables § Due date Control § During the project, how will I control risk, quality, cost, schedule, scope and changes to the plan? § What types of progress reports should I create? § How will I assure that the business goals of the project were accomplished? § How will I keep the gains made? Measure § What are the key metrics for this business process? § Are metrics valid and reliable? § Do we have adequate data on this process? § How will I measure progress? § How will I measure project success? Analyse § Current state analysis § Is the current state as good as the process can do? § Who will help make the changes? § Resource requirements § What could cause this change effort to fail? § What major obstacles do I face in completing the proejct? Improve § What is the work breakdown structure? § What specific activities are necessary to meet the project goals? § How will I re-integrate the various subprojects? Next Project

DMAIC Road Map for IT Initiatives Measure the business p rocess performance What are the key metrics for this business process? Are metrics valid and reliable? Do we have adequate data on this process? How will I measure progress? How will I measure project success? Determine root causes/opportunities Current state analysis / Cost benefit a nalysis Who will help make changes? Resource requirements What could cause this change effort to fail? What major obstacles do I face in completing this project? Define our customer, CTQ’s and core b usiness processes What is the Business c ase for the Project? Identify The Customer Current state map Future s tate map Recommendations & benefits Define Measure Implement s olutions Generate, design and implement improvements to improve productivity and service levels R e-integrate the various sub - projects? Reinvest/ o r k eep the saves made Institutionalise improvement & implement ongoing monitoring Control risk, quality, cost, schedule, scope, and changes to the plan Monitor and report services Monitor availability against SLA’s Monitor Security. Analyse Imp rove Control

Measure the business p rocess performance

What are the key metrics for this business process?

Are metrics valid and reliable?

Do we have adequate data on this process?

How will I measure progress?

How will I measure project success?

Determine root causes/opportunities

Current state analysis / Cost benefit a nalysis

Who will help make changes?

Resource requirements

What could cause this change effort to fail?

What major obstacles do I face in completing this project?

Define our customer, CTQ’s and core b usiness processes

What is the Business c ase for the Project?

Identify The Customer

Current state map

Future s tate map

Recommendations & benefits

Implement s olutions

Generate, design and implement improvements to improve productivity and service levels

R e-integrate the various sub - projects?

Reinvest/ o r k eep the saves made

Institutionalise improvement & implement ongoing monitoring

Control risk, quality, cost, schedule, scope, and changes to the plan

Monitor and report services

Monitor availability against SLA’s

Monitor Security.

DMAIC – IT Improvement Focus Define Focus What is the problem? Measure Focus What are we doing, and how well are we doing it? Analyse Focus What is the root cause? Improve Focus Get from the problem statement to the goal statement Control Focus Sustain the gain

DMAIC Tools – IT Cost Savings D Define improvement goals Tools used Pareto charts Bar Graphs Pie Charts M Measure current performance Tools Used MSA Box Plots Dot Plots Histograms A Analyse the system to determine ways to improve it Tools Used Regression Correlation Hypothesis testing I I mprove the system –remove variation and non value added criteria Tools Used -DoE ANOVA Surface Response Testing C Control the system so problems don’t recur Tools used Poka Yoka Flagging Control Charts DMAIC provides structure and rigor to problem solving

D

Define improvement goals

Tools used

Pareto charts

Bar Graphs

Pie Charts

M

Measure current performance

Tools Used

MSA

Box Plots

Dot Plots

Histograms

A

Analyse the system to determine ways to improve it

Tools Used

Regression

Correlation

Hypothesis testing

I

I mprove

the system –remove variation and non value added criteria

Tools Used

-DoE

ANOVA

Surface Response Testing

C

Control

the system so problems don’t recur

Tools used

Poka Yoka

Flagging

Control Charts

Define - Process (Deliverables & Activities)

“ Pick battles big enough to matter, small enough to win.” - Jonathan Kozel

“ Pick battles big enough to matter, small enough to win.”

- Jonathan Kozel

Define To articulate the IT problem or process needing improvement, to understand the customer impact, and to determine the scope of IT processes and systems to improve.

To articulate the IT problem or process needing improvement, to understand the customer impact, and to determine the scope of IT processes and systems to improve.

Problem / Opportunity Analysis Review the firm's strategic and operational goals / objectives Identify the problem or opportunity and get situational background Determine how the IT project fits with the firm’s strategy and / or operations

Review the firm's strategic and operational goals / objectives

Identify the problem or opportunity and get situational background

Determine how the IT project fits with the firm’s strategy and / or operations

Stakeholder Analysis Identify key stakeholders (customers, managers, users) Identify stakeholder Roles and Responsibilities along with Time Allocations to the IT project Confirm that the IT project is a worthwhile improvement priority and determine who is in support and who are NOT Obtain written Sponsor and Stakeholder Support

Identify key stakeholders (customers, managers, users)

Identify stakeholder Roles and Responsibilities along with Time Allocations to the IT project

Confirm that the IT project is a worthwhile improvement priority and determine who is in support and who are NOT

Obtain written Sponsor and Stakeholder Support

Project Definition (Preliminary) Determine the IT project purpose, team objectives, risks, assumptions and constraints Goal statement, including the intended improvement and how it is to be measured Define Criteria for Success of the overall initiative Define IT project scope and subsequent phases Write a short business case explaining the potential impact of the IT project and its impact on the customers

Determine the IT project purpose, team objectives, risks, assumptions and constraints

Goal statement, including the intended improvement and how it is to be measured

Define Criteria for Success of the overall initiative

Define IT project scope and subsequent phases

Write a short business case explaining the potential impact of the IT project and its impact on the customers

Project Schedule (Preliminary) Identify value-add activities and show the critical path with dependencies between activities Identify milestones for the IT project, and allocate resources to develop an initial timeline Initiate a weekly status with Management Control Process

Identify value-add activities and show the critical path with dependencies between activities

Identify milestones for the IT project, and allocate resources to develop an initial timeline

Initiate a weekly status with Management Control Process

Using SIPOC for “As-Is” Review existing documentation Select areas or aspects of concern, and list involved processes Identify inputs & outputs for key processes

Review existing documentation

Select areas or aspects of concern, and list involved processes

Identify inputs & outputs for key processes

Deficiency List (Preliminary) List and describe current and anticipated Points of Pain Identify symptoms of current and anticipated problems / deficiencies

List and describe current and anticipated Points of Pain

Identify symptoms of current and anticipated problems / deficiencies

“ As-Is” Process Map - (High-Level) Facilitate the creation of a process map for areas or aspects of concern Define process boundaries

Facilitate the creation of a process map for areas or aspects of concern

Define process boundaries

VOC (Voice of the Customer) Conduct interviews with stakeholders such as customers, users and / or managers Create a list of what is important to the customers, users and / or managers

Conduct interviews with stakeholders such as customers, users and / or managers

Create a list of what is important to the customers, users and / or managers

CTQ (Critical-to-Quality) Identify processes crucial for success per the customer viewpoint Develop a list of critical items from the customer / user / manager perspective Translate CTQs into High-Level Functional Requirements

Identify processes crucial for success per the customer viewpoint

Develop a list of critical items from the customer / user / manager perspective

Translate CTQs into High-Level Functional Requirements

“ As-Is” Process Map - (Detailed) Create detailed process map for all impacted areas Use call-outs to highlight issues to discuss

Create detailed process map for all impacted areas

Use call-outs to highlight issues to discuss

Measure - Process (Deliverables & Activities)

“ Act quickly, think slowly.” - Greek Proverb

“ Act quickly, think slowly.”

- Greek Proverb

Measure To gather relevant information and measure the effectiveness and / or efficiency of the current IT processes, inclusive of relevant information systems in place.

To gather relevant information and measure the effectiveness and / or efficiency of the current IT processes, inclusive of relevant information systems in place.

Metric Assessment Tree Determine what should be learned about the IT problem or opportunity Discern independent factors versus dependent factors Identify type of metrics that will be relevant and useful

Determine what should be learned about the IT problem or opportunity

Discern independent factors versus dependent factors

Identify type of metrics that will be relevant and useful

Data Collection Plan Identify sources of relevant data and process insight Describe the existence of data Establish unambiguous operational definitions of metric items Determine methods to do the measuring Develop Data Collection Forms or Checklists to support the data gathering process

Identify sources of relevant data and process insight

Describe the existence of data

Establish unambiguous operational definitions of metric items

Determine methods to do the measuring

Develop Data Collection Forms or Checklists to support the data gathering process

“ As-Is” - Metrics Measure IT process performance Gather data for IT process metrics Gather data for metrics of inputs & outputs

Measure IT process performance

Gather data for IT process metrics

Gather data for metrics of inputs & outputs

“ As-Is” – Process Measurement Select CTQ characteristics Identify patterns in data and other relevant information gathered Measure the efficiency and / or effectiveness of the “As-Is” process Gather data relevant to a current Process Sigma Calculation Calculate process sigma for the “As-Is”

Select CTQ characteristics

Identify patterns in data and other relevant information gathered

Measure the efficiency and / or effectiveness of the “As-Is” process

Gather data relevant to a current Process Sigma Calculation

Calculate process sigma for the “As-Is”

Capability Profile Gather data supporting VOC findings Describe the relevant characteristics of the firm, people, process, & technology within the defined scope Describe the characteristics of information technology using Due Diligence Worksheet which includes project management, skillsets per the Skillset Inventory , applications, data, lifecycle, operations, support, infrastructure, facilities & structure Identify constraints of the “As-Is” environment

Gather data supporting VOC findings

Describe the relevant characteristics of the firm, people, process, & technology within the defined scope

Describe the characteristics of information technology using Due Diligence Worksheet which includes project management, skillsets per the Skillset Inventory , applications, data, lifecycle, operations, support, infrastructure, facilities & structure

Identify constraints of the “As-Is” environment

Deficiency List - (Detailed) Define IT performance standards for the “As-Is” process or system Compare actual performance levels to current firm’s standards Incorporate additional Points-of-Pain and symptoms gathered

Define IT performance standards for the “As-Is” process or system

Compare actual performance levels to current firm’s standards

Incorporate additional Points-of-Pain and symptoms gathered

Project Definition - (Detailed) Adjust, refine, and / or add further detail to the Project Definition Clarify project purpose and make scope adjustments

Adjust, refine, and / or add further detail to the Project Definition

Clarify project purpose and make scope adjustments

Analyse - Process (Deliverables & Activities)

“ The truth of the matter is that you always know the right thing to do. The hard part is doing it.” - Norman Schwarzkopf

“ The truth of the matter is that you always know the right thing to do. The hard part is doing it.”

- Norman Schwarzkopf

Analyse To review and assess the data gathered so that the root causes can be determined and to develop strategies for solving the problem or improving the IT process.

To review and assess the data gathered so that the root causes can be determined and to develop strategies for solving the problem or improving the IT process.

Root Cause Analysis Identify potential bottlenecks, disconnects, and / or redundancies in the “As-Is” processes Review the value-add versus non-value-add steps Review the data in detail to determine how inefficient or ineffective the process may be Review the data to pinpoint the problem areas or occurrences Develop a Root-Cause Hypothesis Screen and organise potential causes and candidate “vital few” Causes

Identify potential bottlenecks, disconnects, and / or redundancies in the “As-Is” processes

Review the value-add versus non-value-add steps

Review the data in detail to determine how inefficient or ineffective the process may be

Review the data to pinpoint the problem areas or occurrences

Develop a Root-Cause Hypothesis

Screen and organise potential causes and candidate “vital few” Causes

Failure Modes Effect Analysis (FMEA) Confirm the root cause conclusions with data, and utilise the FMEA Worksheet Perform a Cause-and-Effect Verification Identify sources of variation and quantify causes where possible

Confirm the root cause conclusions with data, and utilise the FMEA Worksheet

Perform a Cause-and-Effect Verification

Identify sources of variation and quantify causes where possible

Capability Assessment Determine capability of firm, people, process & technology Using the results of the Due Diligence Worksheet , assess the capability of information technology such as project management, skill sets per the Skillset Inventory , applications, data, lifecycle, operations, support, infrastructure, facilities & structure

Determine capability of firm, people, process & technology

Using the results of the Due Diligence Worksheet , assess the capability of information technology such as project management, skill sets per the Skillset Inventory , applications, data, lifecycle, operations, support, infrastructure, facilities & structure

Best of Breed IT Solutions Identify and review available package applications Develop a Software Package Pro's & Con's Matrix Consider key factors such as functionality, platforms, scalability, usability, extendibility etc through interfaces and custom development

Identify and review available package applications

Develop a Software Package Pro's & Con's Matrix

Consider key factors such as functionality, platforms, scalability, usability, extendibility etc through interfaces and custom development

Industry Best Practices Identify and review relevant “technique” best practices from industry Identify and review relevant “functional” best practices from industry

Identify and review relevant “technique” best practices from industry

Identify and review relevant “functional” best practices from industry

SWOT Analysis Compare the “As-Is” conditions with possibilities to identify strengths, weaknesses, opportunities, threats

Compare the “As-Is” conditions with possibilities to identify

strengths,

weaknesses,

opportunities,

threats

Criteria for Improvement Define objectives for process improvement Categorise improvement objectives for short-term versus long-term Define performance standards for the “To-Be” Determine constraints & boundaries for the “To-Be” Determine whether project should focus on process design or process improvement

Define objectives for process improvement

Categorise improvement objectives for short-term versus long-term

Define performance standards for the “To-Be”

Determine constraints & boundaries for the “To-Be”

Determine whether project should focus on process design or process improvement

Improve - Process (Deliverables & Activities)

“ Better to do something imperfectly than to do nothing perfectly.” - Robert H. Schuller

“ Better to do something imperfectly than to do nothing perfectly.”

- Robert H. Schuller

Improve To develop, pilot, and implement a better IT process and / or solution that works within an acceptable investment level and timeframe.

To develop, pilot, and implement a better IT process and / or solution that works within an acceptable investment level and timeframe.

“ To-Be” Process Map - (Preliminary) Develop an ideal view showing how the IT process, supporting firm, and IT systems should look Define call-outs on the “To-Be” outlining solution responses to “As-Is” issues Define Functional Requirements Definition for the improvement or solution needed

Develop an ideal view showing how the IT process, supporting firm, and IT systems should look

Define call-outs on the “To-Be” outlining solution responses to “As-Is” issues

Define Functional Requirements Definition for the improvement or solution needed

Vision & Scope Definition Envision possible IT process / system solution paths List pros & cons for possible process / system solution paths Define a preliminary scope definition and corresponding release / phased approach

Envision possible IT process / system solution paths

List pros & cons for possible process / system solution paths

Define a preliminary scope definition and corresponding release / phased approach

Solution Scenarios Create a list of ideas for potential solutions & screen / qualify each against the criteria for success Identify pro's & con's of alternate solution paths , including costs and benefits for each solution path Write a solution statement for most promising / most viable solution paths Assess each solution alternative to confirm that root causes are addressed

Create a list of ideas for potential solutions & screen / qualify each against the criteria for success

Identify pro's & con's of alternate solution paths , including costs and benefits for each solution path

Write a solution statement for most promising / most viable solution paths

Assess each solution alternative to confirm that root causes are addressed

Feasibility Assessment Consider firm’s resource constraints Determine impact to IT processes, systems, support, & operations Assess hidden risk factors such as system performance, technical compatibility, technical platform risk and project organisation risk Assess resource levels and skill-set needs Determine what the best IT solution is under the constraints of time and money

Consider firm’s resource constraints

Determine impact to IT processes, systems, support, & operations

Assess hidden risk factors such as system performance, technical compatibility, technical platform risk and project organisation risk

Assess resource levels and skill-set needs

Determine what the best IT solution is under the constraints of time and money

Business Case & ROI Analysis Summarise impacts to IT process based on recommended solution and identify relevant process performance metrics Monetise the key process metrics to justify potential business benefits Articulate qualitative, tangible, & intangible costs & benefits Develop estimates of quantitative costs & benefits Review with key stakeholders & gain approval

Summarise impacts to IT process based on recommended solution and identify relevant process performance metrics

Monetise the key process metrics to justify potential business benefits

Articulate qualitative, tangible, & intangible costs & benefits

Develop estimates of quantitative costs & benefits

Review with key stakeholders & gain approval

“ To-Be” Process Map - (Detailed) Conduct process mapping in detail for the “To-Be” environment Describe Firm’s Impact for the “To-Be” environment (Preliminary)

Conduct process mapping in detail for the “To-Be” environment

Describe Firm’s Impact for the “To-Be” environment (Preliminary)

Functional Specification Develop specifications for new IT processes, user scenarios, usability, screen flow & navigation, user interfaces, data, applications, administration, infrastructure, security and / or relevant interfaces Identify hand-offs, reporting, and data query needs at multiple levels of the firm

Develop specifications for new IT processes, user scenarios, usability, screen flow & navigation, user interfaces, data, applications, administration, infrastructure, security and / or relevant interfaces

Identify hand-offs, reporting, and data query needs at multiple levels of the firm

Vendor Solution Plan Develop a Request for Proposal (RFP) Framework, based on requirements Develop the Vendor Solution Evaluation Criteria Assess vendors through a Pre-Qualification Questionnaire and extend invitations to bid as appropriate Conduct demo's, question / answer sessions, and score vendors independently

Develop a Request for Proposal (RFP) Framework, based on requirements

Develop the Vendor Solution Evaluation Criteria

Assess vendors through a Pre-Qualification Questionnaire and extend invitations to bid as appropriate

Conduct demo's, question / answer sessions, and score vendors independently

Vendor Solution Plan (Contd.) Evaluate and score candidate vendor solutions with Proposal Scoring Matrix Review submitted proposals and contracts against a Contract Terms & Conditions Checklist Conduct Vendor Reference Calls for candidate vendor solutions

Evaluate and score candidate vendor solutions with Proposal Scoring Matrix

Review submitted proposals and contracts against a Contract Terms & Conditions Checklist

Conduct Vendor Reference Calls for candidate vendor solutions

Resource Plan Develop a skillset needs criteria Identify internal and external resource candidates Conduct a Resource Interview and skill set testing for each candidate Evaluate resources by comparing against established criteria Engage appropriate resources to design, build, test & implement

Develop a skillset needs criteria

Identify internal and external resource candidates

Conduct a Resource Interview and skill set testing for each candidate

Evaluate resources by comparing against established criteria

Engage appropriate resources to design, build, test & implement

Proposed Solution Definition Define an Architecture Model of the “To-Be” process, firm, and / or system solution, integrating this with the surrounding current environment Outline the impact of this solution to the Firm's IT Strategic Roadmap

Define an Architecture Model of the “To-Be” process, firm, and / or system solution, integrating this with the surrounding current environment

Outline the impact of this solution to the Firm's IT Strategic Roadmap

Technical Specifications Develop a detailed design for new IT process, screen flow & navigation, user interface, data, application, administration, infrastructure, security, and / or relevant interface components Develop technical hand-offs and design for reporting and data query needs at multiple levels of the firm

Develop a detailed design for new IT process, screen flow & navigation, user interface, data, application, administration, infrastructure, security, and / or relevant interface components

Develop technical hand-offs and design for reporting and data query needs at multiple levels of the firm

Implementation Plan Plan how to implement the solution Establish operating constraints Estimate all costs (one-time, project-duration, and post-live) and develop the Baseline Implementation Budget Develop an Implementation Project Plan

Plan how to implement the solution

Establish operating constraints

Estimate all costs (one-time, project-duration, and post-live) and develop the Baseline Implementation Budget

Develop an Implementation Project Plan

Implementation Plan (Contd.) Develop a Risk Management Plan Develop an Implementation Roles & Responsibilities Matrix Establish an Issue Management Plan Establish a Knowledge Management Plan

Develop a Risk Management Plan

Develop an Implementation Roles & Responsibilities Matrix

Establish an Issue Management Plan

Establish a Knowledge Management Plan

Change Management Plan Identify critical success factors from a Change Management Framework Define change management control items for firm, people, process, & technology Establish a firm wide Communication Plan

Identify critical success factors from a Change Management Framework

Define change management control items for firm, people, process, & technology

Establish a firm wide Communication Plan

Test Strategy & Plan Identify points of failure for new IT process and / or system Identify levels of testing needs and associated prioritisation Define Promotion Plan for levels of testing Define Test Cases to mirror requirements and specifications

Identify points of failure for new IT process and / or system

Identify levels of testing needs and associated prioritisation

Define Promotion Plan for levels of testing

Define Test Cases to mirror requirements and specifications

Pilot Plan Establish a Proof-of-Concept Strategy Prepare the plan & procedures for Pilot and compare with Pilot Checklist Develop Results Measurement Tools for the Pilot Develop test criteria for the pilot and develop an appropriate Pilot Test Plan

Establish a Proof-of-Concept Strategy

Prepare the plan & procedures for Pilot and compare with Pilot Checklist

Develop Results Measurement Tools for the Pilot

Develop test criteria for the pilot and develop an appropriate Pilot Test Plan

Piloted Solution & Test Results Conduct simulations of the new IT process and / or system Conduct the pilot & measure results Evaluate pilot results to determine if IT solution meets or exceeds process improvement objectives Identify & review lessons learned from the pilot

Conduct simulations of the new IT process and / or system

Conduct the pilot & measure results

Evaluate pilot results to determine if IT solution meets or exceeds process improvement objectives

Identify & review lessons learned from the pilot

Firm Wide Implementation Incorporate pilot learning and refinements into firm wide implementation Identify corrective actions & contingency options for risks Provide the discipline of Project Management Review for involved resources Manage and communicate the Process Change Activities

Incorporate pilot learning and refinements into firm wide implementation

Identify corrective actions & contingency options for risks

Provide the discipline of Project Management Review for involved resources

Manage and communicate the Process Change Activities

Firm Wide Implementation (Contd.) Manage and communicate per the Firm Wide Communication Plan Manage involved vendors and system development activities Coordinate the Quality Assurance (QA) Program per the Test Strategy & Plan

Manage and communicate per the Firm Wide Communication Plan

Manage involved vendors and system development activities

Coordinate the Quality Assurance (QA) Program per the Test Strategy & Plan

Acceptance Test Results Conduct Acceptance Testing for the new IT process and / or system with direct involvement by customers, users and / or managers Obtain written Acceptance Test Sign-Off from customers, users and / or managers

Conduct Acceptance Testing for the new IT process and / or system with direct involvement by customers, users and / or managers

Obtain written Acceptance Test Sign-Off from customers, users and / or managers

Training Prepare End-User Process-Workflow Documentation and / or System Documentation Define a Training Plan & prepare Training Materials Identify all affected individuals and conduct training

Prepare End-User Process-Workflow Documentation and / or System Documentation

Define a Training Plan & prepare Training Materials

Identify all affected individuals and conduct training

Implementation Complete Implement the improved process, firm wide changes and / or new IT system Gather data for key metric items upon implementation complete Finalise actual implementation costs and develop a Budget-to-Actual Comparison Worksheet

Implement the improved process, firm wide changes and / or new IT system

Gather data for key metric items upon implementation complete

Finalise actual implementation costs and develop a Budget-to-Actual Comparison Worksheet

Support Process Complete Plan the transition of these changes to an Operational Support Plan Identify new process owners Conduct a transition of process leadership Transfer documentation from project team to firm’s (operational) owners

Plan the transition of these changes to an Operational Support Plan

Identify new process owners

Conduct a transition of process leadership

Transfer documentation from project team to firm’s (operational) owners

Control - Process (Deliverables & Activities)

“ A problem clearly stated is a problem half solved.” - Dorothea Brande

“ A problem clearly stated is a problem half solved.”

- Dorothea Brande

Control To evaluate the results of the new IT process and / or solution against the root causes and to monitor, measure, and sustain the improved processes and / or systems.

To evaluate the results of the new IT process and / or solution against the root causes and to monitor, measure, and sustain the improved processes and / or systems.

Improved Process Metrics (On-Going) Measure the performance levels of the new IT business process for key metrics Perform a Process Sigma Calculation for the new process, and compare to the original process sigma from “As-Is” Identify additional on-going metrics to monitor the continued effectiveness of the improved state

Measure the performance levels of the new IT business process for key metrics

Perform a Process Sigma Calculation for the new process, and compare to the original process sigma from “As-Is”

Identify additional on-going metrics to monitor the continued effectiveness of the improved state

Monitor & Evaluate Results Use data gathered for metric items to evaluate the solutions Identify key charts or graphs for visual communication of metric results Determine level of success for fulfilling original project goals Evaluate the cost-benefit performance of the new process and/or system through a Business Case / ROI Performance Worksheet for both qualitative and quantitative results

Use data gathered for metric items to evaluate the solutions

Identify key charts or graphs for visual communication of metric results

Determine level of success for fulfilling original project goals

Evaluate the cost-benefit performance of the new process and/or system through a Business Case / ROI Performance Worksheet for both qualitative and quantitative results

Lessons Learned & Improvement Process Insights Identify potential quality control problems Define remaining deficiencies in the IT process and / or system Communicate IT project successes & lessons learned to management and to all stakeholders

Identify potential quality control problems

Define remaining deficiencies in the IT process and / or system

Communicate IT project successes & lessons learned to management and to all stakeholders

Process Improvement Procedure Document the steps and lessons learned that were taken to improve the IT process so it can be done continuously Finalise key IT process documentation Maintain the gains by standardising IT processes

Document the steps and lessons learned that were taken to improve the IT process so it can be done continuously

Finalise key IT process documentation

Maintain the gains by standardising IT processes

Process Improvement Procedure (Contd.) Validate that all changes adhere to the firm's regular Change Control Process Determine the strategy for controlling further improvements or solutions to this process Initiate a regular status with on-going Management Control Process

Validate that all changes adhere to the firm's regular Change Control Process

Determine the strategy for controlling further improvements or solutions to this process

Initiate a regular status with on-going Management Control Process

Recommended Next Steps / Future Plans Identify adjustments needed to reach next sigma Define next iteration through DMAIC Outline next steps for on-going IT improvement initiative

Identify adjustments needed to reach next sigma

Define next iteration through DMAIC

Outline next steps for on-going IT improvement initiative

“ Wherever you see a successful business, someone once made a courageous decision. ” - Peter Drucker

“ Wherever you see a successful business, someone once made a courageous decision. ”

- Peter Drucker

Good Luck http://www.linkedin.com/in/anandsubramaniam

Good Luck

http://www.linkedin.com/in/anandsubramaniam