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Governance processes service_types_for_opx2_jak1c1

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Extends a model for governance and service categories to Planisware OPX2

Extends a model for governance and service categories to Planisware OPX2

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  • Slide was published on 08 October in Merck intranet via http://mrl.merck.com and linked to http://artofscience.merck.com/gallery . . . Diane R. Conner produced the image of neurons.
  • Standard public presentation slides: From AV Communications: About_Merck_05_14_07.ppt
  • You may think Merck is a big pharmaceutical company and you’re right -- well, partly right. Merck & Co., Inc. is a global research-driven pharmaceutical company. But it’s more than that, much more, thanks to George Merck and his philosophy of putting patients first. Over the next few minutes, I will share with you information about Merck’s history, Merck today, and Merck’s future.
  • George W. Merck spoke these words in 1950 at the Medical College of Virginia. Two years later they emblazoned the cover of Time magazine. Today, they embody the core values of our Company, guiding the decisions we make on a daily basis.
  • As anyone who is familiar with Merck knows, our Company has long conducted its business based on these guiding principles: the relentless pursuit of scientific excellence; an unwavering commitment to putting patients first; the firmest adherence to the high standards of ethics and integrity; and, a commitment to the health and well being of our neighbors, employees and the communities in which we live and work.
  • Merck & Co. was founded by George Merck when he was only 23 years old. The company began as a small branch of a German chemical firm, E. Merck Darmstadt, a company that dates back to 1668 when it began as an apothecary in Darmstadt. Within a few years, George Merck had doubled the branch office’s sales and moved into his own six-story building in New York. George Merck purchased the deed to the first tracts of land in Rahway, New Jersey, in 1900 for $25,000. The company established a manufacturing facility in Rahway in 1902 and opened its first foreign subsidiary, in Canada, in 1912. In 1916, the first Merck research laboratory in Rahway was established with four chemists and a library. After the separation from its German parent firm in 1919, the Company – led now by George Merck’s son, George W. Merck – successfully completed a merger with pharmaceutical company Powers-Weighftman-Rosengarten, a producer and distributor of pharmaceutical chemicals specializing in morphine and quinine production, in 1927. Despite an abrupt severing of ties with Germany upon U.S. entry into World War I, Merck was able to grow throughout this period, gradually moving into foreign markets and beginning to compete with the older, more established European companies. The 1930s saw the establishment of the framework for cooperation between Merck and universities on scientific research, marking the beginning of years of fruitful collaboration. Also during the Great Depression of the 1930s, Merck’s Rahway facilities were able to employ about 1,200 men and women and stay afloat during this difficult period.
  • In 1942, the life of a Connecticut woman named Anne Miller was saved when she became the first person in the United States to receive penicillin – penicillin produced in Merck's New Jersey research lab. Merck made vital contributions to the research that led to mass-production of penicillin and established its position as one of the nation’s leading firms in the provision of new antibiotics for patients in America and abroad.  In 1944, the Company made its first donation to the United Negro College Fund, setting the stage for a long-term commitment to helping to support African-Americans in science. Merck completed a merger with Sharp & Dohme in 1953, which was particularly crucial because it converted the Company from being a chemical manufacturer to full involvement in the manufacture and distribution, nationally and internationally, of pharmaceuticals. This strategic acquisition laid the groundwork for the company that exists today. Since 1992, Merck has been headquartered in Whitehouse Station, N.J.
  • Some current facts about Merck – refer to text on slide
  • Refer to text on slide
  • Most kids today don’t have a clue about diseases adults remember, thanks to the work of Merck scientists. Today Merck is one of the few drug companies still conducting vaccine research to combat childhood diseases.
  • For more than 100 years, Merck has provided unbiased, high-quality reference information about health care. Directly, as well as through nonprofit operations established as independent enterprises, Merck offers a wealth of free, unbiased health information resources to the public and to health care professionals. Merck Manuals In 1899, Merck published the first edition of The Merck Manual , a 192-page resource book designed to aid physicians and pharmacists. By the 1980s, The Merck Manual was the world's best-selling medical text and had been translated into more than a dozen languages. In May 2006, Merck published the 18 th edition of this classic reference. In 1997, Merck created The Merck Manual – Home Edition to provide the benefits of the Merck Manual for the general public. We have developed additional books, such as The Merck Index for chemists, The Merck Manual for Geriatrics , The Merck Veterinary Manual and The Merck Manual of Health & Aging to provide professionals and consumers with useful health care information. Merck makes The Merck Manuals available as a public service, free of any marketing information or promotions. All of the manuals, with the exception of The Merck Index , are available free online, and many are available in a number of languages, at www.merck.com . MerckSource.com MerckSource.com is a comprehensive medical website where patients can learn about health conditions for themselves or those in their care. Medical professionals write the unbiased content on the site, which is available free of charge. Patients can find interactive health tools, 3-D illustrations, forms to track their health and suggestions on how to make their doctor’s visit more productive on www.MerckSource.com .
  • We are committed to discovering and developing medicines and vaccines to make a difference. Merck announced a new R&D model in December 2005 that is designed to increase productivity and improve the probability of success by prioritizing the Company's R&D resources in areas where significant unmet medical need exists and where we believe the science indicates real potential for meeting that need.
  • This is my own priority listing for governance, based upon nine years of experience working with OPX2
  • My summary of where companies “host” OPX2 organizationally.
  • This is my summary of how organizationally distinct business and IT units might work together.
  • This overall three-part relationship summarizes my readings in software maintenance as well as experience with OPX2.
  • Processes are available in ITIL documentation (v. 2) and articles published about the model. For example: http://www-1.ibm.com/support/docview.wss?uid=swg27008123&aid=5#10
  • “The software maintenance process model” Journal of Software Maintenance and Evolution: Research and Practice Volume 17, issue 3, pp 197-223, 2005
  • I added application administration, which is optimally a strategic, customer-facing process: It involves: business value management business strategy and service delivery alignment organizational roles, functions business metrics vendor relationship management
  • “The software maintenance process model” Journal of Software Maintenance and Evolution: Research and Practice Volume 17, issue 3, pp 197-223, 2005 Description for 4 and 5 are my own, as authors claimed that work in progress was not yet released from client
  • This relationship is built upon Chapin et al 2001. Data category is missing in Chapin. Ned Chapin, Jooanne E. Hale, Khaled Md. Khan, Juan F. Ramil, Wui-Gee Tan “ Types of software evolution and software maintenance” Journal of Software Maintenance and Evolution: Research and Practice Vol 13 Issue 1 Pages 3-30 Published 2001
  • Ned Chapin, Jooanne E. Hale, Khaled Md. Khan, Juan F. Ramil, Wui-Gee Tan “ Types of software evolution and software maintenance” Journal of Software Maintenance and Evolution: Research and Practice Vol 13 Issue 1 Pages 3-30 Published 2001
  • This relationship is my own design for OPX2 built upon the published work of Chapin et al 2001 Ned Chapin, Jooanne E. Hale, Khaled Md. Khan, Juan F. Ramil, Wui-Gee Tan “ Types of software evolution and software maintenance” Journal of Software Maintenance and Evolution: Research and Practice Vol 13 Issue 1 Pages 3-30 Published 2001
  • Based upon N. Chapin et al. 2001 with my adaptation to OPX2
  • Based upon N. Chapin et al. 2001 with my adaptation to OPX2
  • Based upon N. Chapin et al. 2001 with my adaptation to OPX2
  • Based upon N. Chapin et al. 2001 with my adaptation to OPX2 Note: OPX2 provided patches and software releases can contain evolutions that increase functionality of the software. Usually there is some degree of applying business rules, elements to the new functionality. Change work of integrating functionality into the customer configuration moves this user-experienced functionality to category 6 as “Enhanced”
  • Based upon N. Chapin et al. 2001 with my adaptation to OPX2
  • From http://slc.merck.com. This chart is a specific instance of system life cycle models that are quite common throughout the software community. I chose this because the design uses quite apt and attention-grabbing graphics.
  • Data is from my PL*SQL queries; sequence gives a useful illustration but does not reveal any competitive advantage or proprietary knowledge
  • Keith Bennett and Vaclav Rajlich Software Maintenance and Evolution: A Roadmap Pp 73-87 ACM 2000 1-58113-253-0/00/6 Available online via http://mercury.cs.wayne.edu/~vip/publications/Bennett.ACM.2000.Roadmap.pdf
  • Distinction between operational changes and software development are essentially matters of scope, level of work effort, and sometimes chargeback policies. Bundling a series of changes together into a small project connected to release management is good business practice.
  • Transcript

    • 1. Governance, Processes, and Service Categories for OPX2 Planisware Global Paris OPX2 User Conference 2007 25-26 October John Andrew Kossey Merck and Co., Inc. MRL IT Research Information Services Research Planning and Integration OPX2 Operations North Wales, Pennsylvania 19454 United States of America
    • 2. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
        • OPX2 and service-implementation processes
        • Evidence-based OPX2 service classification
      • Bonus discussion-- as time allows
        • How “software evolution” applies to OPX2
        • OPX2 version-release management
    • 3.  
    • 4. Merck Overview
      • Merck is a global research-driven pharmaceutical company dedicated to putting patients first. Established in 1891, Merck currently discovers, develops, manufactures and markets vaccines and medicines to address unmet medical needs. 
    • 5. Putting Patients First
      • “ We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.”
      • - George W. Merck, 1950
    • 6. Merck’s Guiding Principles
      • Pursuit of scientific excellence
      • Dedicated to putting patients first
      • Committed to the highest standards of ethics and integrity
      • Contributing to our neighbors, employees, and communities where we live and work
    • 7. About Our Past Merck is founded in New York City by George Merck 1891 1902 Established manufacturing facility in Rahway, New Jersey 1912 Opened first foreign subsidiary in Canada 1930s 1919 1916 The first Merck research laboratory is established in Rahway, New Jersey Separated from German parent Established framework for cooperation between business and universities on scientific research
    • 8. About Our Past 1944 1940s 1953 1957 1992 Merck moved headquarters to Whitehouse Station, New Jersey Pioneered with other labs to speed full-scale development and production of penicillin during World War II Merck made its first donation to the United Negro College Fund Merger with Sharp & Dohme The Merck Company Foundation established
    • 9. Current Facts About Merck
      • 60,000 employees worldwide
      • Conducts research in a number of different therapeutic areas
      • Markets products in approximately 200 countries and regions
      • Invested more than $4 billion last year in research & development
    • 10. At Merck, Scientific Excellence Is the Focus and Passion that Drives Everything We Do
      • Merck research is dedicated to the discovery and development of innovative medicines and vaccines that create new medical breakthroughs .
    • 11. Remember Measles? Mumps? Rubella? Merck Research Means Your Kids Probably Won’t
      • Today Merck is one of the few drug companies still conducting vaccine research to combat childhood diseases .
      Merck vaccines have helped combat diseases like measles, mumps, rubella, chickenpox and, most recently, rotavirus.
    • 12. We Also Know the Value of Unbiased General Health Information MerckSource.com provides you FREE, unbiased health information on an easy-to-use web site with no advertising The Merck Manual , the world’s best-selling medical references, available free online in multiple languages at www.merck.com The Merck Manual for Free Health Questions? Go right to the Source
    • 13. Examples of Past and Present Areas of Research
      • Alzheimer’s Disease
      • Anti-infectives
      • Asthma
      • Cancer
      • Chemotherapy-Induced Nausea and Vomiting (CINV)
      • Chickenpox
      • Diabetes
      • Glaucoma
      • Heartburn
      • Hepatitis A&B
      • High Blood Pressure
      • High Cholesterol
      • HIV/AIDS Infection
      • Human Papillomarvirus (HPV)
      • Measles
      • Migraine Pain
      • Multiple Sclerosis
      • Mumps
      • Obesity
      • Pain
      • Parkinson’s Disease
      • Postmenopausal Osteoporosis
      • Psychiatric Disease
      • Rotavirus
      • Rubella
      • Seasonal Allergies
      • Shingles
      • Sleep Disorders
      • Urinary Incontinence
    • 14. MRL Research Locations—over 7,800 Employees Worldwide
      • Asia
      • Tokyo, Japan
      • Tsukuba
      • Menuma
      • Okazaki
      • Europe
      • Hoddesdon, Herts, UK
      • Pmezia, Italy
      • Madrid, Spain
      • Riom, France
      • Canada
      • Montreal, Quebec
      • United States of America
      • Rahway, New Jersey
      • West Point, Pennsylvania
      • Boston, Massachusetts
      • Seattle, Washington
      • San Francisco, California
      • Boulder, Colorado
    • 15.  
    • 16.  
    • 17. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
    • 18. OPX2 at MRL Merck Research Laboratories
      • Operational as Pro client since 30 August 2002
      • Capacity planning and management of research pipeline projects was initial function
      • Extended from clinical and regulatory to include pre-clinical development in 2003
      • Detailed scheduling for clinical data management, safety assessment have separate schemas
      • Serves approximately 1,300 unique users throughout the division; all are on R4
    • 19. Key OPX2 Stakeholders
      • Research Planning & Integration
      • Resource & Decision Management
      • Major oversight committees
      • MRL functional areas
      • Project managers
      • HR/Finance/IT
      • WCDMO, Safety Assessment (detailed scheduling)
      • Banyu (Japan)
    • 20. Key Processes that OPX2 Enables (1)
      • Optimizes resource capacity and portfolio analyses
      • Provides multi-year view of current research pipeline, desired future pipeline
      • Provides franchise support to identify optimal strategic business decisions
      • Feeds Process and Technology Integration (PTI) process for CLPA data warehouse
    • 21. Key Processes that OPX2 Enables (2)
      • Updates MRL “book of business”
      • Early Stage Franchise & Functional Area Support
      • Late Stage Franchise & Functional Area Support
      • Skill sets for GTMS time tracking
      • Banyu capacity management
    • 22. Current Operational Challenges with OPX2 at Merck MRL
      • Processes and Service Level Agreements are in early stages of development
      • Excluding Oracle, infrastructure, vendor components, M&O has grown from one FTE in 4Q 2002 to more than 4.5 FTE in 2Q 2007
      • Individual workload often exceeds 50-60 hours per week
      • Demand for new business enhancements outstrips IT funding and capacity to develop
    • 23. Keeping up with Current OPX2 Requests . . .
    • 24. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
    • 25. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
    • 26. Context for OPX2 in an Organization Governance— Who determines?
    • 27. OPX2 Governance
      • Decides or arbitrates deadlocks?
      • Defines area-wide/corporate business rules, e.g., “What constitutes a project?” “Who has stewardship for each data element?”
      • Controls funding?
      • Manages software?
      Who
    • 28. “ Home” Models for OPX2 Company Support and Development Business Unit (dedicated team) IT Unit (team has OPX2 duties)
      • Shared IT Maintenance and Operations with Outsourced Components
      • Shared IT Development with Outsourcing/Off-shoring
      Contracted outside Company in Long-term Off-shoring Strategy
    • 29. Equal Partnership Business-IT Model Requirements Performance metrics Business Unit IT Unit Service Level Agreement (SLA) WHY —business case WHAT—processes, data WHEN —business priority HOW —technology WHO—tech resources WHEN —IT priority Collaborate, Negotiate
    • 30. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
        • OPX2 and service-implementation processes
    • 31. Context for OPX2 in an Organization Governance— Who determines? Processes— How managed?
    • 32. 10 Basic ITIL Processes
    • 33. Key Process Areas for Software Maintenance and Evolution [A. April et al. 2005]
      • Primary Processes
      • Pre-delivery and initial deployment
      • Event and service request management
      • Operational support
      • Corrections
      • Evolutions
      • Changes monitoring
      • Software rejuvenation, migration, retirement
    • 34. Key Process Areas for Software Maintenance and Evolution [A. April et al. 2005]
      • Support Processes
      • Documentation
      • Configuration and version management
      • Process, service quality assurance
      • Verification, validation
      • Reviews, audits
      • Causal analysis and problem management
      • Application administration — OPX2
    • 35. Key Process Areas for Software Maintenance and Evolution [A. April et al. 2005]
      • Organizational Processes
      • Maintenance planning
      • Measurement and analysis of maintenance
      • Innovation and deployment
      • Corrections
      • Process definition, assessment, improvement
      • Human resources capacity and training
      • Purchasing, vendor agreement, SLA
    • 36. Software Maintenance Maturity Model * [A. April et al. 2005]
      • Levels
      • Performed
      • Managed
      • Established
      • Predictable
      • Optimizing
      Description Ad hoc maintenance Repeatable request-based process State-of-the-art maintenance process Ongoing process improvement Interactively informs SLA; automatic metrics generation with drilldown *Competitive industry pressures demand greater process maturity than “Lone Ranger” individual effort. Processes need definition and repeatability at minimum.
    • 37. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
        • OPX2 and service-implementation processes
        • Evidence-based OPX2 service classification
    • 38. Context for OPX2 in an Organization Governance— Who determines? Processes— How managed? What changed in OPX2? Documentation Support Interface Data Business Rules, Elements OPX2 System Properties
    • 39. Basis for Defining Software Maintenance and Evolution [N. Chapin et al. 2001]
      • Activity –what function are/were you doing?
      • Intention — what is/was the intention driving your work?
      • Evidence -- comparing before and after states, what changed?
    • 40. Benefits of Evidenced-Based Classification [N. Chapin et al. 2001]
      • Comparison of before and after states is fairly consistent and objective
      • Does not depend upon recollections, notes from developers and support people
      • Avoids “politically correct” bias in making classifications
      • Readily extendible to configurable software such as OPX2
    • 41. OPX2 Change “Categories” (Domains; Clusters) What changed in or with OPX2? Documentation Support Interface Data Business Rules, Elements OPX2 System Properties 1 2 3 4 5
    • 42. 1. Support Interface Category Was OPX2 changed? NO
      • Was OPX2 basis for training? Training
      • Was OPX2 basis for consulting? Consultive
      • Was OPX2 basis for study? Evaluative*
      • Was OPX2 user issue reproduced? Reproduced
      * Default category for cluster
    • 43. 2. Documentation Category Was OPX2 environment or software changed? NO
      • Was existing documentation repurposed? Reformed
      • Was documentation conformed to current OPX2 environment or software? Updated*
      • Was one or more future-state OPX2 business requirements defined or refined? Creative
      * Default category for cluster
    • 44. 3. Data Category Was OPX2 environment or software changed? NO
      • Was OPX2 data deleted? Removed
      • Was OPX2 data changed? Revised*
      • Was OPX2 data added? Added
        • Example: Adding resource to resource breakdown structure
      • Was OPX2 data processed? Processed
        • Example: Running update macro across projects
        • Example: Batch processing algorithms
      * Default category for cluster
    • 45. 4. OPX2 System Properties Category Was OPX2 environment or software changed? YES
      • Was OPX2 software, environment duplicated? Spawned
      • Did change make system more maintainable? Primed
      • Did change avoid future maintenance? Preventive
      • Did change alter system performance? Performance
      • Did change adapt system to external requirements? Adaptive*
      • Did OPX2 user account change? Access
      • Did Planisware update or software version fix bug? Fixed
      * Default category for cluster
    • 46. 5. Business Rules, Elements Category Did OPX2 environment and business rules, elements change? YES
      • Did new requirement result in a working design? Prototype
      • Did environment object support specific, evolving business rule, element need? Tailored
      • Was business rule, element reduced or removed? Reductive
      • Was business rule, element corrected or fixed? Corrective
      • Was business rule, element enhanced, added, superseded? Enhanced*
      * Default category for cluster
    • 47. Types of Change in OPX2 for Maintenance and Evolution Services (1) 4. OPX2 System Properties Primed 4. OPX2 System Properties Preventive 4. OPX2 System Properties Performance 4. OPX2 System Properties Fixed 1. Support Interface Evaluative* 5. Business Rules, Elements Enhanced* 2. Documentation Creative 5. Business Rules, Elements Corrective 1. Support Interface Consultive 3. Data Added 4. OPX2 System Properties Adaptive* 4. OPX2 System Properties Access Cluster Type of Change
    • 48. Types of Change in OPX2 for Maintenance and Evolution Services (2) 2. Documentation Updated* 1. Support Interface Training 5. Business Rules, Elements Tailored 4. OPX2 System Properties Spawned 3. Data Revised* 1. Support Interface Reproduced 3. Data Removed 2. Documentation Reformed 5. Business Rules, Elements Reductive 5. Business Rules, Elements Prototype 3. Data Processed Cluster Type of Change
    • 49. Benefits of Categorizing Software Maintenance and Evolution Services
      • Clarifies nature of services needed for OPX2
      • Enables concrete service comparisons
      • Details short-term, long-term trends
      • Provides basis for cost analysis
      • Supplies meaningful categories for process definitions
      • Communicates granularity of work effort
    • 50. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
        • OPX2 and service-implementation processes
        • Evidence-based OPX2 service classification
      • Bonus discussion-- as time allows
        • How “software evolution” applies to OPX2
    • 51. Merck's Systems Life Cycle (SLC)
    • 52. Assumptions
      • Development—Concept, Specification, Construction—occurs before Installation
      • Maintenance is part of Operation
      • Little or no role for post-Installation development efforts
    • 53. OPX2 Post Deployment: Annual change in number of environment objects
    • 54. OPX2 Operations Phase Has Two Stages
      • Active evolution --adding new capabilities
      • Maintenance servicing -- customers no longer need/seek new functionality
    • 55. Simple Staged Model of IT Maintenance and Evolution [Bennett and Rajlich 2000]
      • Initial development —first running version developed and deployed
      • Evolution —adapts application to ever-changing business requirements after first version deploys
      • Servicing —application no longer evolves; maintenance/servicing only
      • Phase-out —servicing discontinues; migration?
      • Close-down —full retirement
    • 56. Key Topics in Presentation
      • OPX2 at Merck Research Laboratories (MRL)
      • Why governance, processes, and service “categories” are key drivers of OPX2 business value
        • Governance and OPX2
        • OPX2 and service-implementation processes
        • Evidence-based OPX2 service classification
      • Bonus discussion-- as time allows
        • How “software evolution” applies to OPX2
        • OPX2 version-release management
    • 57. OPX2 Version Release Categories
      • Operational —daily
        • Corrective; Fixed; Revised; Adaptive; Access; Spawned; Preventive; Primed; Tailored
      • Business —monthly
        • algorithm updates; Tailored; Reductive
      • IT bundle — quarterly
        • Enhanced; Performance
      • Initiative — special
        • major Enhanced ; Adaptive;
    • 58.
      • Questions
      • and
      • Comments
    • 59.