Project Management and Process Improvement, Complementary Disciplines Andy Willums 2/10/2010
Overview <ul><li>Introduction to Andy </li></ul><ul><li>Compare and Contrast of Project Management and Process Improvement...
Introduction to Andy <ul><li>17 years’ experience in project management, process improvement, IT, operations, metrics, tea...
Compare and Contrast of  Project Management and Process Improvement 2/10/2010
Definitions <ul><li>Project </li></ul><ul><ul><li>“ A temporary endeavor undertaken to create a unique product or service....
Project Management Knowledge Areas 2/10/2010
CMMI View of Project Management 2/10/2010 Level Focus Process Areas 5  Optimizing Continuous Process Improvement Organizat...
PM Processes 2/10/2010
Extended ETVX <ul><li>Entry Criteria </li></ul><ul><li>Tasks </li></ul><ul><li>Validation </li></ul><ul><li>Exit Criteria ...
What Happens  Without  a Well-Defined Process? <ul><li>Organization is highly reactionary </li></ul><ul><li>Everything is ...
<ul><li>Lack of documented processes and procedures  </li></ul><ul><ul><ul><li>Processes that have been defined aren’t fol...
What Happens  With  A Well-Defined Process? <ul><li>Higher quality products </li></ul><ul><li>More predictable and timely ...
Process Improvement Methodologies 2/10/2010
The Frameworks Quagmire 2/10/2010
Breadth of Quality and  Improvement Methodologies <ul><li>Total Quality Management (TQM) </li></ul><ul><li>Balanced Scorec...
IDEAL Wheel <ul><ul><li>1996, Bob McFeely, CMU/SEI-96-HB-001 </li></ul></ul>2/10/2010
Six Sigma Process Roadmap Analyze Improve Measure <ul><li>Process Maps (Hi & Low) </li></ul><ul><li>Optional Maps and Diag...
Methodology Analogy Design For Six  Sigma Lean Six  Sigma Kaizen Lean  Six  Sigma 2/10/2010
Process Improvement as a Planned Effort 2/10/2010
Plan the Initiative <ul><li>Use &quot;Brainstorming“ to analyze problem, determine feasible solutions, and get consensus o...
Brainstorming An Individual Initiative 2/10/2010 What We Do Now   What We Want to Get To  (ideal or desired state) What We...
DACI 2/10/2010
DACI (continued) 2/10/2010
Tips on Running an Initiative 2/10/2010
Areas of Application for Process Improvement <ul><li>Manufacturing </li></ul><ul><ul><li>Mean Time Between Failure (MTBF) ...
Likes to figure out how a technology works and why. Wants to be the first to adopt the new stuff. Enjoys “the latest and g...
Pace of Change <ul><li>Process improvement methdologies can have an intended pace of change that is … </li></ul><ul><li>In...
Communication 2/10/2010
Successful Implementations 2/10/2010
Less Successful Implementations 2/10/2010
Tips <ul><li>Measure before and after </li></ul><ul><li>Treat it like a project </li></ul><ul><ul><li>Scope, goal, selecti...
Benefits from Process Improvement 2/10/2010
Benefits of Process Improvement <ul><li>Realize the same type of Return on Process Improvement Investment (of between 5 an...
#1 - Software Process Improvement Results <ul><li>  The Bottom Line : </li></ul><ul><ul><li>RS Champion satisfaction surve...
#1 - Software Process Improvement Results (Continued) <ul><li>  The Bottom Line : </li></ul><ul><ul><li>Number of CM imple...
#2 - Improvement Case Study <ul><li>Starting situation </li></ul><ul><ul><li>Year End Processing of payroll data for custo...
#2 - Improvement Case Study (Results) <ul><li>Between the 2006 and 2007 Year End Processing seasons </li></ul><ul><ul><li>...
#3 - Case Study:  Project Summary <ul><li>Starting Goal:   Need to complete carrier & customer implementations more quickl...
#3 - Case Study:  Results Last carrier implementations since changes made are averaging 34 days versus the 95.4 days befor...
Summary <ul><li>Introduction to Andy </li></ul><ul><li>Compare and Contrast of Project Management and Process Improvement ...
Resources and Next Steps <ul><li>Resources: </li></ul><ul><ul><li>www.sei.cmu.edu </li></ul></ul><ul><ul><ul><li>CMMI mode...
2/10/2010
Questions and Answers 2/10/2010
Contact Information <ul><li>Andy Willums </li></ul><ul><ul><li>Phone – (813) 679-5354 </li></ul></ul><ul><ul><li>Email –  ...
BACK UP SLIDES 2/10/2010
Quotes <ul><li>&quot;Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only th...
<ul><li>Start with a cage containing five apes.  In the cage, hang a banana on a string and put stairs under it.  Before l...
<ul><li>Next, remove another of the original five apes and replace it with a new one.  The newcomer goes to the stairs and...
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100210 Suncoast Pmi Project And Process Mgt V0.3 Share

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  • And, yes, I’m in “career transition”
  • Similar? Wash car, wedding, moving a household Create a Payroll service, consult/implement/test/report writing
  • PMBOK has its 9 knowledge areas. Numbers are chapters.
  • Proj Mgt Maturity Model, OPM3, Level 2 of this process model has a focus on Proj Mgt and the overall model correlates to the PMBOKs knowledge areas including scope, quality, risk, integration, etc.
  • The PMBOK describes processes in which its 9 knowledge areas are used
  • There are all kinds of ways to document and display processes - SIPOC, Swim Lanes, Value Stream Maps, flow charts, UML stick figures, etc. – you may have heard of some of these. I identify more with an extension onto the ETVX model. Explain ETVX – wash a car. Walk thru extensions. A process could be a repeatable life cycle stage in a project plan.
  • Tribal legend
  • Surely, no one here has to gut it out
  • Do you expect the same benefits with well run projects?
  • This slide is 12 years old and means more to those who worked with military, Federal government, or some large organizations then. Walk thru, one gives way to another. European SPICE, FAA. Surely we’ve advanced in business management so we don’t get mired down in so many confusing options anymore …
  • Oh, goodness! COBIT, ITIL, COSO, ISO
  • Walk thru, compare with running a project and adding to a project management methodology.
  • Intended for more mature processes that are stable and can be measured.
  • Low hanging fruit vs mature vs apples on the ground
  • Note the current state vs the desired or future state Also exclusion to keep focus
  • DACI or RACI is a Responsibility Assignment Matrix that translates very well into a WBS that you can build into a schedule Generic example that assumes a PMO and trained facilitators
  • 18 37 34 70 71 Better schedules, better effort estimates
  • In a typical grouping of people, you’ll have folks hit several of these areas. Top and bottom 10%, majority in the middle. Process Improvement and in a lot of cases Project Management, are changes to an organization’s culture.
  • Which approach is safer? Under what circumstances might you need to be radical?
  • Marketing tells us that humans need 7 reminders before something clicks. An organization that learns and adapts to solve its problems is no different.
  • Like a project?
  • Like a project?
  • 18 37 34 70 71
  • 13.7% increase equates to 5.63% of 177 people X 2000 hours X $55 per hour = 1,096,161
  • What does the information covered today mean to you? What can you do with it? Is it important to how you do your job?
  • 100210 Suncoast Pmi Project And Process Mgt V0.3 Share

    1. 1. Project Management and Process Improvement, Complementary Disciplines Andy Willums 2/10/2010
    2. 2. Overview <ul><li>Introduction to Andy </li></ul><ul><li>Compare and Contrast of Project Management and Process Improvement </li></ul><ul><li>Process Improvement Methodologies </li></ul><ul><li>Process Improvement as a Planned Effort </li></ul><ul><li>Tips on Running an Initiative </li></ul><ul><li>Benefits from Process Improvement </li></ul><ul><li>Summary </li></ul>2/10/2010
    3. 3. Introduction to Andy <ul><li>17 years’ experience in project management, process improvement, IT, operations, metrics, team-building, and training </li></ul><ul><li>Worked in Defense, consumer electronics, financial processing, and software industries </li></ul><ul><li>Implemented, assessed, and been assessed by SW CMM and CMMI </li></ul><ul><li>MS Computer & Information Science </li></ul><ul><li>MA Management </li></ul><ul><li>PMP and Six Sigma Black Belt </li></ul>2/10/2010
    4. 4. Compare and Contrast of Project Management and Process Improvement 2/10/2010
    5. 5. Definitions <ul><li>Project </li></ul><ul><ul><li>“ A temporary endeavor undertaken to create a unique product or service.” [PMBOK] </li></ul></ul><ul><li>Process </li></ul><ul><ul><li>“ A set of interrelated actions and activities performed to achieve a specified set of products, results, or services .” [PMBOK] </li></ul></ul>2/10/2010
    6. 6. Project Management Knowledge Areas 2/10/2010
    7. 7. CMMI View of Project Management 2/10/2010 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
    8. 8. PM Processes 2/10/2010
    9. 9. Extended ETVX <ul><li>Entry Criteria </li></ul><ul><li>Tasks </li></ul><ul><li>Validation </li></ul><ul><li>Exit Criteria </li></ul>E X T V 2/10/2010 <ul><li>Inputs </li></ul><ul><li>Roles and Activities </li></ul><ul><li>Procedures </li></ul><ul><li>Instructional Information </li></ul><ul><li>Scenarios </li></ul><ul><li>Tailoring </li></ul><ul><li>Measurement </li></ul><ul><li>Outputs </li></ul><ul><li>Reviews and Audits </li></ul><ul><li>Training </li></ul><ul><li>Tools and Templates </li></ul>
    10. 10. 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><ul><li>Practices are improvised or learned by “tribal legend” </li></ul><ul><li>Crisis management becomes the cultural norm </li></ul>2/10/2010
    11. 11. <ul><li>Lack of documented processes and procedures </li></ul><ul><ul><ul><li>Processes that have been defined aren’t followed, resulting in “shelfware” </li></ul></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><ul><li>Heroes succeed, or success is on heroic effort </li></ul><ul><li>Reliance is on key employees </li></ul>What Happens Without a Well-Defined Process? (cont) 2/10/2010
    12. 12. 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>2/10/2010 Start Work Finish Project Schedule Reqs Coding Testing Release
    13. 13. Process Improvement Methodologies 2/10/2010
    14. 14. The Frameworks Quagmire 2/10/2010
    15. 15. Breadth of Quality and Improvement Methodologies <ul><li>Total Quality Management (TQM) </li></ul><ul><li>Balanced Scorecard (BSC) </li></ul><ul><li>Business Activity Monitoring (BAM) </li></ul><ul><li>Business Process Management (BPM) </li></ul><ul><li>Business Process Reengineering (BPR) </li></ul><ul><li>Statistical Process Control (SPC) </li></ul><ul><li>Statistical Quality Control (SQC) </li></ul><ul><li>Personal Software Process (PSP) </li></ul><ul><li>Team Software Process (TSP) </li></ul><ul><li>Total Quality Control (TQC) </li></ul><ul><li>Theory of Constraints (TOC) </li></ul><ul><li>Total Productive Maintenance (TPM) </li></ul><ul><li>Plan, Do, Check, Act (PDCA) </li></ul><ul><li>Kaizen </li></ul><ul><li>Lean </li></ul><ul><li>Six Sigma </li></ul><ul><li>Design for Six Sigma (DFSS) </li></ul><ul><li>Capability Maturity Model (CMM), Integrated (CMMI) </li></ul><ul><li>Continuous Quality Improvement (CQI) </li></ul><ul><li>Quality Function Deployment (QFD) </li></ul><ul><li>Business Process </li></ul><ul><li>COBIT, ITIL, COSO, ISO </li></ul><ul><li>… .. </li></ul>2/10/2010
    16. 16. IDEAL Wheel <ul><ul><li>1996, Bob McFeely, CMU/SEI-96-HB-001 </li></ul></ul>2/10/2010
    17. 17. Six Sigma Process Roadmap Analyze Improve Measure <ul><li>Process Maps (Hi & Low) </li></ul><ul><li>Optional Maps and Diagrams </li></ul><ul><li>Cause & Effects (C&E) Matrix </li></ul><ul><li>Preliminary FMEA </li></ul><ul><li>Data Collection (pareto, histogram) </li></ul><ul><li>Control Charts </li></ul><ul><li>Capability 6-pack </li></ul><ul><li>Measurement System Analysis (MSA) -- (GR&R, Attribute Agreement, Audit) </li></ul><ul><li>Draft Control Plan </li></ul><ul><li>Initial FMEA </li></ul><ul><li>Data Analysis (XBar-r, I-MR, multi-vari, capability) </li></ul><ul><li>Ideas List </li></ul><ul><li>Revised Control Plan </li></ul>(M1) Kick Off (M2) Process Capability Baseline (M3) Critical Inputs (M4) FMEA, Changed Process Items Define <ul><li>Select right, prioritized project </li></ul><ul><li>Project Charter </li></ul>(M) = Milestone Control (M5) Project Close Out & Sign Off <ul><li>Final FMEA </li></ul><ul><li>Pilot Study </li></ul><ul><li>Simulations </li></ul><ul><li>Design of Experiments (DOE) </li></ul><ul><li>Mistake Proof </li></ul><ul><li>Final Control Plan </li></ul><ul><li>Implement Control Plan </li></ul><ul><li>Hand Off training </li></ul><ul><li>Final Project Report (w/ Control Chart) </li></ul><ul><li>Project Close Out and Sign Off </li></ul><ul><li>Lessons Learned </li></ul><ul><li>Verify long-term capability </li></ul><ul><li>Continuous process improvement </li></ul>2/10/2010 Project Mgt, Data & Configuration Mgt, Project Tracking, Communication, Issues, Risks, Retrospectives
    18. 18. Methodology Analogy Design For Six Sigma Lean Six Sigma Kaizen Lean Six Sigma 2/10/2010
    19. 19. Process Improvement as a Planned Effort 2/10/2010
    20. 20. Plan the Initiative <ul><li>Use &quot;Brainstorming“ to analyze problem, determine feasible solutions, and get consensus on the Initiative team </li></ul><ul><li>Deliverables from an initiative could include new or updated processes, templates, work samples, training material, measurement, audit material, etc. </li></ul><ul><li>Create a directory for your work products and deliverables </li></ul><ul><li>Initiatives are problems or improvement opportunities that affect the department's process beyond a simple, known document change. </li></ul><ul><li>One approach - Initiatives are designed to run about 3 months with a Leader and 3-5 members from different parts of the organization. This gives broad and diverse input and ownership within a limited timeframe. </li></ul><ul><li>Work as a team – introduce all, all equals, leave egos & hidden agendas at door </li></ul><ul><li>Work together to benefit organization through improved processes </li></ul>2/10/2010
    21. 21. Brainstorming An Individual Initiative 2/10/2010 What We Do Now What We Want to Get To (ideal or desired state) What We Can Change Now (to come closer to meeting our goals) What We Can ’ t Change Yet (even if it would bring us closer to the goals, let ’ s be practical and concentrate on what we can do now)                
    22. 22. DACI 2/10/2010
    23. 23. DACI (continued) 2/10/2010
    24. 24. Tips on Running an Initiative 2/10/2010
    25. 25. Areas of Application for Process Improvement <ul><li>Manufacturing </li></ul><ul><ul><li>Mean Time Between Failure (MTBF) </li></ul></ul><ul><ul><li>Mean Time To Repair (MTTR) </li></ul></ul><ul><li>Hospitals </li></ul><ul><ul><li>Patient surveys </li></ul></ul><ul><ul><li>Wait time </li></ul></ul><ul><ul><li>Cost of dispensing medications </li></ul></ul><ul><li>Software Development and Maintenance </li></ul><ul><ul><li>Defect reduction </li></ul></ul><ul><ul><li>Productivity </li></ul></ul><ul><li>Utilities </li></ul><ul><ul><li>Service level uptime </li></ul></ul><ul><li>Home </li></ul><ul><ul><li>??? </li></ul></ul><ul><li>$$ and Time </li></ul>2/10/2010
    26. 26. Likes to figure out how a technology works and why. Wants to be the first to adopt the new stuff. Enjoys “the latest and greatest” --pushing the edge of the envelope. Interested in learning and evaluating new things. Technology Enthusiasts: HIGH-TECH MARKETING MODEL - PSYCHOGRAPHIC PROFILES - Where do you see yourself in the model? - Where do you see other members of your team? - Where do you see our company’s markets? Your product’s markets? Innovators Early Adopters Early Majority Late Majority Laggards Highly motivated and driven by a “dream”. Seeks quantum leap breakthroughs, not just improvement. Willing to take risks to achieve goals -- sees potential, but not always practical. “ Big Picture” view, matching emerging technology to a strategic opportunity or business need. Visionaries: Does not want to be a pioneer - too much risk. Seeks to gain a percentage improvement. Values the opinions of and references from others like them. Practical, prefers standards, loyal once won over. Pragmatists: Believes more in tradition than in progress. Not looking for improvement, but doesn’t want to be left behind to get stung. Prefers “whole solutions” with every element thought through and packaged. Buys when the price drops. Conservatives: Adapted from Crossing the Chasm by Geoffrey A. Moore, HarperBusiness, 1991 Psychographic Profiles Believes new technology doesn’t deliver on promises made. Tends to see through the marketing hype and point out discrepancies. Continually points out flaws and costs, and doesn’t see the benefits as justified. Skeptics: 2/10/2010
    27. 27. Pace of Change <ul><li>Process improvement methdologies can have an intended pace of change that is … </li></ul><ul><li>Incremental, evolutionary, and continuous </li></ul><ul><li>OR </li></ul><ul><li>Radical and revolutionary </li></ul>2/10/2010
    28. 28. Communication 2/10/2010
    29. 29. Successful Implementations 2/10/2010
    30. 30. Less Successful Implementations 2/10/2010
    31. 31. Tips <ul><li>Measure before and after </li></ul><ul><li>Treat it like a project </li></ul><ul><ul><li>Scope, goal, selection, charter, plan, issues, implementation </li></ul></ul><ul><li>Diverse representation </li></ul><ul><li>Input and review from those affected </li></ul><ul><li>Build in support for the process so it sticks </li></ul><ul><ul><li>Training, measurement that management will use and is useful to business function, tools, templates </li></ul></ul><ul><li>Business Champion/Sponsor </li></ul><ul><li>Senior Management selects priority and gets status reports </li></ul><ul><li>Cheerlead, advertise results, reward participants </li></ul><ul><ul><li>Celebrate your victories </li></ul></ul>2/10/2010
    32. 32. Benefits from Process Improvement 2/10/2010
    33. 33. Benefits of Process Improvement <ul><li>Realize the same type of Return on Process Improvement Investment (of between 5 and 10 to 1) that other companies are seeing. </li></ul><ul><ul><li>Maintain competitiveness </li></ul></ul><ul><li>Increased user and customer satisfaction </li></ul><ul><li>Decreased time to market </li></ul><ul><li>Improved employee morale </li></ul><ul><li>Often overlooked benefits: </li></ul><ul><ul><li>Lowered maintenance costs </li></ul></ul><ul><ul><li>Reduced cost for replacing employees </li></ul></ul><ul><ul><li>Increased business from higher quality and on time delivery </li></ul></ul><ul><ul><li>More staff available to pursue new products </li></ul></ul><ul><ul><li>Fewer abandoned projects </li></ul></ul>2/10/2010
    34. 34. #1 - Software Process Improvement Results <ul><li> The Bottom Line : </li></ul><ul><ul><li>RS Champion satisfaction survey results are very good </li></ul></ul><ul><ul><ul><li>Last 12 months average 87.4% </li></ul></ul></ul><ul><ul><li>Conformance to our repeatable process is institutionalized </li></ul></ul><ul><ul><li>New IRs are down 60.6% since 2001 while time spent on IRs decreased by 10.2% over the last 2 years </li></ul></ul><ul><ul><li>Backlog of IRs decreased from an average of 250 in 2003 to less than 50 in 2006 </li></ul></ul><ul><ul><li>Same number of project implementations since 2001 </li></ul></ul><ul><ul><li>Projects twice as large in past 12 months as previous 12 months </li></ul></ul>2/10/2010
    35. 35. #1 - Software Process Improvement Results (Continued) <ul><li> The Bottom Line : </li></ul><ul><ul><li>Number of CM implementations down 60% since 2003 </li></ul></ul><ul><ul><li>13.7% increase in overall time spent on RSs </li></ul></ul><ul><ul><ul><li>= $1.1M annually in more productivity! </li></ul></ul></ul><ul><ul><li>Year to Date on-time delivery rate is 92.25% compared with 60% rate in 2001 </li></ul></ul><ul><ul><li>Year to Date estimation accuracy is 75.75% compared with 64% rate in 2001 </li></ul></ul>Improvements made during a 51.5% growth in headcount 2/10/2010
    36. 36. #2 - 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>2/10/2010
    37. 37. #2 - 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>2/10/2010
    38. 38. #3 - Case Study: Project Summary <ul><li>Starting Goal: Need to complete carrier & customer implementations more quickly with more visibility on status </li></ul><ul><li>Improvements </li></ul><ul><ul><li>Stabilized & centralized tracking data </li></ul></ul><ul><ul><ul><li>Subject to multiple reviews </li></ul></ul></ul><ul><ul><li>Presented visual aid to help set customer expectations </li></ul></ul><ul><ul><ul><li>Being used as reference by various stakeholders </li></ul></ul></ul><ul><ul><li>Added vendor Engineering resources and oriented them to process </li></ul></ul><ul><ul><li>Established joint meetings with vendor & established policy of implementing all carriers per customer in order to manage timing & priorities </li></ul></ul><ul><li>Benefits & Impact </li></ul><ul><ul><li>Carrier implementations are now averaging 34 days instead of 95.4 </li></ul></ul><ul><ul><li>More consistent performance with faster cycle time benefits our customers & make our offering more appealing for prospective customers </li></ul></ul><ul><ul><li>Weekly reports make status more visible to management & customers </li></ul></ul>2/10/2010
    39. 39. #3 - Case Study: Results Last carrier implementations since changes made are averaging 34 days versus the 95.4 days before Covers 4 months, Aug - Nov 2/10/2010
    40. 40. Summary <ul><li>Introduction to Andy </li></ul><ul><li>Compare and Contrast of Project Management and Process Improvement </li></ul><ul><li>Process Improvement Methodologies </li></ul><ul><li>Process Improvement as a Planned Effort </li></ul><ul><li>Tips on Running an Initiative </li></ul><ul><li>Benefits from Process Improvement </li></ul>2/10/2010
    41. 41. Resources and Next Steps <ul><li>Resources: </li></ul><ul><ul><li>www.sei.cmu.edu </li></ul></ul><ul><ul><ul><li>CMMI model and variety of process-related technical reports </li></ul></ul></ul><ul><ul><li>www.asq.com , www.sixsigma.us , www.isixsigma.com </li></ul></ul><ul><ul><ul><li>Lean and Six Sigma training and articles </li></ul></ul></ul><ul><ul><li>http://leadership.dce.ufl.edu/Programs/ </li></ul></ul><ul><ul><ul><li>Training on Process Management </li></ul></ul></ul><ul><li>Next Steps: </li></ul><ul><ul><li>Select a process improvement method, be consistent in its use, build a repository of templates, status, and results, show others, feed improvement information back into the process </li></ul></ul><ul><ul><li>Consider joining SEI or Tampa Bay SPIN </li></ul></ul><ul><ul><li>Consider continued development via courses, books, webinars, forums, etc. </li></ul></ul>2/10/2010
    42. 42. 2/10/2010
    43. 43. Questions and Answers 2/10/2010
    44. 44. Contact Information <ul><li>Andy Willums </li></ul><ul><ul><li>Phone – (813) 679-5354 </li></ul></ul><ul><ul><li>Email – [email_address] </li></ul></ul><ul><ul><li>www.linkedin.com/in/andywillums </li></ul></ul>2/10/2010
    45. 45. BACK UP SLIDES 2/10/2010
    46. 46. Quotes <ul><li>&quot;Never doubt that a small group of thoughtful citizens can change the world. Indeed, it is the only thing that ever has.” -- Margaret Mead </li></ul><ul><li>&quot;Do what you can, with what you have, where you are.” -- Theodore Roosevelt </li></ul><ul><li>&quot;The people who get on in this world are the people who get up and look for the circumstances they want, and, if they can't find them, make them.” -- George Bernard Shaw </li></ul><ul><li>&quot;It seldom happens that a man changes his life through his habitual reasoning. No matter how fully he may sense the new plans and aims revealed to him by reason, he continues to plod along in old paths until his life becomes frustrating and unbearable - he finally makes the change only when his usual life can no longer be tolerated.” -- Tolstoy </li></ul><ul><li>&quot;Next week there can't be any crisis. My schedule is already full.” -- Henry Kissinger </li></ul>2/10/2010
    47. 47. <ul><li>Start with a cage containing five apes. In the cage, hang a banana on a string and put stairs under it. Before long, an ape will go to the stairs and start to climb towards the banana. As soon as he touches the stairs, spray all of the apes with cold water. After a while, another ape makes an attempt with the same result -all the apes are sprayed with cold water. Turn off the cold water. If, later, another ape tries to climb the stairs, the other apes will try to prevent it even though no water sprays them. Now, remove one ape from the cage and replace it with a new one. The new ape sees the banana and wants to climb the stairs. To his horror, all of the other apes attack him. After another attempt and attack, he knows that if he tries to climb the stairs, he will be assaulted. </li></ul>2/10/2010
    48. 48. <ul><li>Next, remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous Newcomer takes part in the punishment with enthusiasm. </li></ul><ul><li>Again, replace a third original ape with a new one. The new one makes it to the stairs and is attacked as well. Two of the four apes that beat him have no idea why they weren't permitted to climb the stairs, or why they are participating in the beating of the newest ape. After replacing the fourth and fifth original apes, all the apes which have been sprayed with cold water have been replaced. Nevertheless, no ape ever again approaches the stairs. Why not? &quot;Because that's the way it's always been around here.&quot; </li></ul>2/10/2010
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