Data Hack PowerPoint Deck
•Download as PPTX, PDF•
0 likes•43 views
Amanda Beth Gilmore, Instructional Design.
Recommended
Recommended
More Related Content
Similar to Data Hack PowerPoint Deck
Similar to Data Hack PowerPoint Deck (20)
More from Amanda Gilmore
More from Amanda Gilmore (7)
Recently uploaded
Recently uploaded (20)
Data Hack PowerPoint Deck
- 1. 1 TT Data Hack 2017 AXP Internal
- 2. 2 WELCOME Masters of Ceremony (EMCEE’s) John Lodola Tina Napier-Harvey AXP Internal
- 3. Today’s Agenda 3 9:30AM to 9:45AM Kickoff 9:45AM to 11:45AM Data Hack 11:45AM to 1:00PM Lunch 1:15PM to 1:30PM Video Presentation 1:30PM to 2:10PM Data Hack Demo 2:10PM to 2:30PM Guest Presentation 2:30PM to 3:15PM Data Hack Demo Continued 3:15pm to 3:45pm Scoring and Results AXP Internal
- 5. Hackathon Teams and Ideas Software Capitalization Exposure Educate our Customers! CA Agile Central activity reporting Turning Questions into Exclamations! Predictive Resourcing Design the integration and reporting hierarchies of PMT and CA Agile Central Connecting Plan-Build- Run with E2E reporting End to End Transparency Rock Our Assets Change Zone The Matrix KNERDS 2.0 Predictive Resourcing TrIdea AXP Internal
- 7. 7 AXP Internal The goal is to turn data into information, and information into insight. Carly Fiorina
- 10. 10 Brain Break
- 12. 12 Lunch Break AXP Internal Be back at:
- 14. Rock Our assets 14 Software Capitalization Exposure Francine DiMicele Melyssa Olsen Laura Beal Lisa Mendez Faby Munoz AXP Internal
- 15. 15 Rock Our Assets Software Capitalization Exposure
- 16. Change Zone 16 Educate our Customers! Joe Sworan Sujoy Chakraborty Amanda Gilmore Amy Newman John Lodola Sara Ann Mayo Knab Tina Napier-Harvey AXP Internal
- 17. 17 Change Zone Educate our Customers!
- 18. The Matrix 18 CA Agile Central activity reporting Deille Wagner Lokesh Joshi Kristen McManus (Virtual) AXP Internal
- 19. 19 The Matrix CA Agile Central activity reporting
- 21. Knerds 2.0 21 Turning Questions into Exclamations! Jeffrey Hughes Douglas Gavilanes Shian Weeresinghe Manikumar Raju Alluri AXP Internal
- 22. 22 Knerds 2.0 Turning Questions into Exclamations!
- 23. Predictive Resourcing 23 Predictive Resourcing Mike Faulds Mikelyn Labrum Rob McCoy AXP Internal
- 25. TRIDEA 25 Design the integration and reporting hierarchies of PMT and CA Agile Central Connecting Plan-Build-Run with E2E reporting End to End Transparency David Packman Greg Amundson Chand Warrier Tim Eaton Nikunj Anil Kumar Jain Eva Platten Karin Hicks AXP Internal
- 26. 26 Tridea Design the integration and reporting hierarchies of PMT and CA Agile Central Connecting Plan-Build-Run with E2E reporting End to End Transparency
- 27. 27 Brain Break
- 28. Data Hack Results 28 AXP Internal Idea Name Here Idea Name Here Idea Name Here
- 29. 29 Thank you Leadership & Oversight Lorraine Shumway Kevin George Logistics Peggy M Kirkeby John Dolecek Lokesh Joshi Amanda Gilmore Jagadish Nagavajhala David Packman Participant Check-in Terri Thompson Master of Ceremony (EMCEE) Tina Napier Harvey John Lodola Food & Beverages Peggy M Kirkeby Judge Co-ordination Tina Kluemper Amanda Gilmore
Editor's Notes
- Spotify Playlist: https://open.spotify.com/user/amandabgil/playlist/2oV1edp9lZ4y4vdL7U4dQS
- Rock Our Assets Software Capitalization Exposure Francine DiMicele Melyssa Olsen Laura Beal Lisa Mendez Faby Munoz Change Zone Educate our Customers Joe Sworan Sujoy Chakraborty Amanda Gilmore Amy Newman John Lodola Sara Ann Mayo Knab Tina Napier-Harvey The Matrix CA Agile Central Activity Reporting Deille Wagner Lokesh Joshi Kristen McManus (Virtual) KNERDS 2.0 Turning Questions into Exclamations! Jeffrey Hughes Douglas Gavilanes Shian Weeresinghe Manikumar Raju Alluri Predictive Resourcing Predictive Resourcing Mike Faulds Mikelyn Labrum Rob McCoy TrIdea Design the integration and reporting hierarchies of PMT and CA Agile Central Connecting Plan-Build-Run with E2E reporting End to End Transparency David Packman Greg Amundson Chand Warrier Tim Eaton Nikunj Anil Kumar Jain Eva Platten Karin Hicks
- A short brief of SDLC-Reimagined TT Data Hack is part of the SDLC-Reimagined initiative
- Data is the building block of everything we do! In the reports we build, analysis we perform, decisions we influence and optimizations we drive. A great combination of Product Management and data focused on value to customer is paramount. In data analysis, success depends on asking the right questions. Framing a proper business question/right question is critical to end up with the useful insights. Confident that there are wonderful examples of data and insights in the ideas competing today.
- Be Back at 1:00 PM
- Problem Statement Software Capitalization that is lost in Cancelled initiatives or held hostage in Approved/On-Hold initiatives cost American Express millions by not reducing our expenses on our balance sheet where we show our profitability. For example, if a Top Master was Approved in 2012 and carried over year after year, even if its Sub-Projects were closed along the way, SWC would not be realized until the Top Master Project is marked as Complete (closed). There are many projects that were Approved between 2012 and 2016, but remain in Approved or On-Hold status with yearly actuals. We need to identify these projects in order to either close them out or educate folks on the proper procedures in order to realize SWC benefits going forward. Describe the Solution - Generate reports for the following: 1. Cancelled Projects - Identify the Cancelled projects, amount of SWC actuals lost by Project Type, Project Sub-Type, Work Classification, Agile vs. Waterfall, Created or Approved Year, LOB2, Resource POD Level 4, 5, and 6, Project ID, Funding Type, and Master Project Indicator 2. Approved and On-Hold Projects - Identify the Approved and On-Hold projects, amount of SWC actuals being held hostage (by year and total) by Project Type, Project Sub-Type, Work Classification, Agile vs. Waterfall, Created or Approved Year, LOB2, Resource POD Level 4, 5, and 6, Project ID, Funding Type, and Master Project Indicators. - After the reports are generated, perform the following: 1. Analyze each of these to determine trends and outliers, and capture overall insights into the data that can then be shared with leadership. This will help in determining the key info to use for building visualizations. 2. Build visualizations on the key trends and insights to share with leadership. 3. Create a final analysis documents that includes graphs, charts, learning's, and recommendations (next steps) to share with leadership.
- Problem Statement Customer satisfaction has been one of our on going goals, but we tend to be reactive instead of proactive most of the time. ( regardless of the information we throw at the customer during change moments) We can certainly be as proactive as we can with monthly forums, open coaching and other communications, but when they come a knockin' (via SPOT, IM or Emails) directing them to information to educate themselves would be key in reducing the "frequent flyers" as well as creating a better educated customer. (and perhaps even reducing SPOT tickets) Describe the Solution Here are my proposed solutions; First - A redesign of the SPOT landing page. Let's turn that page into more of a self help guide, and have the option to open a ticket as a very last option. We currently have "open a ticket" as the customers first option, and do not give any opportunity for them to explore a resolution for themselves. Granted there are truly technical issues that need to be addressed by our application SME's, it's a small percentage compared to resolutions that can be done by the customer themselves.. Second - Review our information in the SDLC Learning Center and CAPA to ensure content is updated and accurate. We will link the customer directly to that content. Third - Continue to collect detailed metrics on what the customers struggle with and addressing monthly forums and open coaching sessions Fourth - Create an "application blog" and collect customer comments about change moments in an effort to be more proactive on how we can improve communications for these changes. (This could also provide data into whether we really need to do that change?)
- Problem Statement We are looking to find out: how many standing agile teams do we have across the AET work space how many "teams" are using multiple (execution) spaces for their work instead of one home space how disbursed or dedicated are Scrum Masters and Product Owners is the space being used for scrum or Kanban based on what we can tell from the behaviour on the space Describe the Solution The look back API can provide activity per user per space. We are looking for a way to retrieve this information and aggregate it to be able to identify the points above and others that might become available as we review the data.
- Problem Statement The forecasting environment is challenging, with teams and departments using different methodologies that often result in less than accurate forecasts. This can cause consternation when forecasts go awry. For example, cumulatively, the AET forecast was off by around $592 million last year. We think we can do better. Describe the Solution Deep dive into Clarity and Rally data to determine what attributes help or derail projects, teams, and/or departments from not hitting the forecast they’ve committed to. Use data crunching, math, and stats to give us a competitive advantage. Utilize regression models and decision trees when and where possible.
- Problem Statement There is little or no transparency into resource utilization. Describe the Solution By correlating data from Rally, the Enterprise Blue Print and the PMT we believe that we can develop a better understanding the of capability(ies) that each team supports and the capacity allocated to those capabilities.
- Idea 1: Design the integration and reporting hierarchies of PMT and CA Agile Central: Problem Statement Currently, there is not a consistent reporting hierarchy that links the Rally data and metrics to the PMT data and metrics to provide leadership a view of the delivery metrics by product, platform, funding unit and team. Describe the Solution 1. Define the needed metrics and aggregations being requested by the PMO teams and Leaders 2. Redefine the definitions of Project in PMT and Initiatives in Rally 3. Utilize the Portfolio Items hierarchy(Rally) and the POD/Department hierarchies(PMT) to provide the new reporting. Idea 2: Connecting Plan-Build-Run with E2E reporting: Problem Statement Today there is no mechanism to connect our Investment-to Spend-to Performance (all three are important, most of the time organization miss the 3rd piece i.e. performance). We have this challenge today because we use multiple tool and we have not connected these tools together to get the E2E data we need. E.g., For the $$$$ that is invested by the business, at any given point of time I do not know how much of work has been accomplished, what is the productivity/ velocity that I am getting for these $$$, at the given productivity/ velocity when will I run out of money, what is the performance of the invested $$$ like how many deployments were done, how much BV has already gone into production and what else will I get with the remaining invested $$$$, etc. PS: This idea is an extension to what Greg's idea to integrate and Rally. Describe the Solution Connecting these 5 tools (CAPPM, CAAC, JIRA, XLR, ServiceNow) will give us a big start. Before we jump into connecting these tools we need to spend time, brainstorm on Data architecting our solution which rarely happens. I see this dataHack to be an opportunity to get the architecture going. Idea 3: End to End Transparency Problem Statement Currently there is no complete transparency from idea to investment, from investment to development and from development to production in delivering software solutions. In order to get value stream, product, team or other quantifiable performance metrics we need the ability to connect the data in multiple systems in order to make quicker and valuable decisions. Describe the Solution By connecting and extracting data from CAPPM, CAAC and ITSM, leadership will have the insight into investment decisions, value propositions, team capacity, failure rates, etc. This solution sharing data between the three systems will provide: the connection between the development effort (user stories) (CAAC) and production deployment (ITSM) defects (incidents and problems in ITSM) and the development team, via service ops back into the development tool CAAC) the development work (CAAC) and funding (CAPPM) automation of the RFC process (ITSM) burn rate (CCAC) to compare to forecast and budget (CAPPM)
- 3rd Place: Idea in Backlog for further development 3rd Place Certificate (Soft) for every team member 500 BlueAward points for every FTE Team member in the team Bragging Rights! 2nd Place: 2nd Place Team Trophy Idea in Backlog for further development 2nd Place Certificate (Soft) for every team member 1000 BlueAward points for every FTE Team member in the team Bragging Rights! Champion/Winner: Team Trophy – Champions Idea in Backlog for further development Winner Certificate (Soft) for every team member 2000 BlueAward points for every FTE Team member in the team Bragging Rights!
- Leadership and Oversight Lorraine Shumway (Executive Sponsor) Kevin George (Direction and Leadership) Logistics Peggy M Kirkeby John Dolecek Lokesh Joshi Amanda Gilmore Jagadish Nagavajhala David Packman Participant Check-in Terri Thompson Master of Ceremony (MC) Tina Napier Harvey and John Lodola Food, Snacks and Beverages Peggy M Kirkeby Judge Co-ordination Tina Kluemper, Amanda Gilmore Media Tom McMorris (Blog) Sujoy Chakraborty (Photos, Videos) Technical Support Gordon Arunga Rahul Gupta Lokesh Joshi