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RHA Workshop: Operational Debt and how to avoid it
- 2. AGENDA Who we are What is Operational Debt? How do you know if you have Operational Debt? Reduce your Operational Debt and mitigate future risk Workshop Exercise: Create a Client Onboarding SOP A
- 3. WHO WE ARE We fix broken business processes and the technology that surrounds them. A
- 4. Our Team Senior Business Analysts Senior Product Owners Scrum Master Process Engineer Product Manager MARSHA BRADLEY AMY VAN DE KLIPPE Co-Founder and CEO Founder and President A
- 5. Our specialities All things Ops We love digging into how a business works. We figure out how people are working and if the tools they are using support them well. We right- size processes to meet your team where they are while designing for where they want to go. Business Analysis and Product Ownership We are certified BAs and POs with a passion for making things better. We know that development is hard, like, really hard. We understand the BA and PO role and the critical part it plays in helping development teams deliver on time, on budget and on goal. Process and Documentation We are hard-core process nerds. We revel in the documentation that tells the story of how things work. We make these tools for our clients and help them see the value in actually using documentation to provide consistent, scalable service. We know what we're good at. A
- 7. Broken, informal or inefficient processes that slow down progress. Bandaid solutions that could cause problems at any moment. Instability or inconsistency in the way things are done. M
- 8. How do you know if you have Operational Debt? A
- 9. You've never formalized how you do things. What you think should be easy ends up being really hard. You're stuck in the day to day and are constantly fire-fighting. Your day is full of tasks that only keep your business afloat, not move it forward. A
- 10. Corporate growth depends on technology teams. The development team doesn't have the velocity to solve root causes. Technology teams build fixes that solve the solution, not the root. Demand for velocity increases. Operational (and technical) debt increases. A
- 11. Reduce your Operational Debt and mitigate future risk A
- 12. Make process improvements Reorganize team structures Standardize business practices with SOPs Reduce Ops Debt Implement automation technology Implement data governance A
- 13. The difference between SOPs and Policy Laws Workplace Violence and Harassment Occupational Health and Safety Accessibility Pay Equity Human Rights, Anti Discrimination and Harassment Reduce Liability Social Media Electronic Use Policy Vacation Policy Overtime pay policy SOP Examples: Payroll Development Project Management Sales Onboarding Customer Service Order Fulfillment Policy: used to adhere to Labour Laws and Reduce Company Liability SOPs: document HOW the work is completed in the company M
- 14. The SOPs every business should have For your teams: Team Onboarding Development Lifecycle Escalations Sales Process Accounting Administration For your clients: Client Onboarding and Offboarding Contact and Support M
- 15. When you use SOPs Onboarding and training Establishing (or re-establishing) standards Performance management M
- 16. How often you should update them Review annually Update when your business makes a significant shift M
- 17. Where and how you should store them Store them in an organized, easily navigated shared folder. Store in PDF form. Archive past versions. M
- 18. Workshop Exercise: Create a Client Onboarding SOP M
- 19. https://templatelab.com/sop-templates/ https://drive.google.com/drive/folders/13NOeetkYD8cp0ay6-gkqcVh7qksiCJMj?usp=sharing Download a free template to use for all your SOPs M
- 20. Client Onboarding Procedure Transition from Sales Process Client Welcome Product/Service Education Client Support Experience Follow-up Continuous Engagement A
- 21. SOPs are SOPs are SOPs are AWESOME AWESOME AWESOME www.egiinc.ca