Data driven planning kanban
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Presented on Agile-Lean Ireland meetup in Dublin. Are estimates good practice in software development? How about replacing them with metrics and use data for project delivery?
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11 Metrics And Productivity Issues
Metrics and productivity were the topics of the presentation. Key points included:
1) Metrics are important for estimating projects accurately and managing costs, schedules, and quality.
2) Common problems in estimating stem from using wild guesses or CYA estimates instead of real data and metrics.
3) A variety of standard metrics exist for measuring size, complexity, effort, defects, and other factors.
4) Metrics need to be functional, objective, empirical, practical and collected continuously to be useful for management.
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We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Value Summary Online Improvement Portal: Product Overview
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Successful Change Management Strategies in a Medical Practice – April 28, 2011
Successful Change Management Strategies in a Medical Practice
Panelists: Dr. Chris Tonozzi, Electronic Health Record Implementation and Development, Physician lead, Mountain Family Health Center, Glenwood Springs, Colorado.
Ann Lefebvre, Executive Director of NC Regional Extension Center for HIT and directs the Improving Performance in Practice (IPIP) Program for the state of North Carolina.
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The document discusses the challenges with traditional budgeting processes and the benefits of a new budgeting solution called BudgetPak. It notes that traditional budgeting is time-consuming, leads to errors and rework, and does not provide good data quality or tools for finance teams or department heads. BudgetPak aims to automate the budgeting process, provide robust reporting and self-service tools, improve workflow and approvals, and integrate with other systems to make budgeting faster, easier and produce higher quality budgets.
Recommended
11 Metrics And Productivity Issues
Metrics and productivity were the topics of the presentation. Key points included:
1) Metrics are important for estimating projects accurately and managing costs, schedules, and quality.
2) Common problems in estimating stem from using wild guesses or CYA estimates instead of real data and metrics.
3) A variety of standard metrics exist for measuring size, complexity, effort, defects, and other factors.
4) Metrics need to be functional, objective, empirical, practical and collected continuously to be useful for management.
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An overview of the tool developed to assist trusts and wider local health communities to assess their current level of compliance.
Realizing the Potential of Lean Thinking in Healthcare
Daniel Jones outlines how lean thinking can help healthcare based on his experience helping other industries. He conducted experiments in healthcare to develop lean methods, focusing on eliminating waste and delays for patients. Key aspects include mapping patient flows, synchronizing activities between departments, and establishing stability through visual management boards. This requires an "end-to-end perspective" and appointing a value stream manager to resolve conflicts and ensure continuous process improvement. With the right lean management system in place, healthcare can realize significant benefits like reduced lengths of stay and costs.
University of Utah's Value Summary Improvement Portal
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
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The Value Summary is the currency of value improvement work at University of Utah Health. It is an online improvement process tool that creates a common improvement language that results in a one-page summary document. It visually guides the improver through our standardized improvement methodology while teaching improvement science principles in real time. The online Value Summary portal creates a forum to share and spread ideas and a path to earn maintenance of certification credit at University of Utah Health.
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Panelists: Dr. Chris Tonozzi, Electronic Health Record Implementation and Development, Physician lead, Mountain Family Health Center, Glenwood Springs, Colorado.
Ann Lefebvre, Executive Director of NC Regional Extension Center for HIT and directs the Improving Performance in Practice (IPIP) Program for the state of North Carolina.
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The document describes a standardized improvement framework called the Value Summary 2.0. It provides guidance on using the framework to define an improvement project, conduct a baseline analysis, design and implement changes, and monitor outcomes. The framework includes 5 sections - project definition, baseline analysis and investigation, improvement design and implementation, and monitoring and impact. Each section contains elements to address such as defining SMART goals, examining current processes, identifying root causes, designing reliable new processes, and continuously measuring metrics. The framework is intended to promote structured, evidence-based process improvement work.
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The document discusses the challenges with traditional budgeting processes and the benefits of a new budgeting solution called BudgetPak. It notes that traditional budgeting is time-consuming, leads to errors and rework, and does not provide good data quality or tools for finance teams or department heads. BudgetPak aims to automate the budgeting process, provide robust reporting and self-service tools, improve workflow and approvals, and integrate with other systems to make budgeting faster, easier and produce higher quality budgets.
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The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
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4. Goal Statement - Specific goal to address the gap or future state from the current state.
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6. Countermeasures - A summary of who will do what by when in order to resolve the problem situation or achieve the future state.
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Traditional annual budgets are becoming obsolete due to rapidly changing business environments. Rolling forecasts that are updated regularly provide a more accurate picture of business performance. They extend beyond the fiscal year and cover a standard number of periods. Implementing a rolling forecast requires focusing on key business drivers, enabling rapid forecast creation, blending actual performance with updated forecasts, ensuring cultural buy-in, and providing technology support. Rolling forecasts allow for more frequent resource allocation and back-testing accuracy compared to traditional annual budgets.
A3 Report (A3 Problem Solving) Poster
The A3 Report poster describes the A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development.
The poster comes in four themes: light, dark, color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The A3 problem solving process structure includes eight elements:
1. Theme - Concise statement of what this A3 report is about.
2. Background - Relevant historical data and information.
3. Current Condition - Detailed description of the current situation (e.g. process flow, trend chart, Pareto analysis, gap identification and problem statement).
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We must understand the difference between testing statistics, metrics, and reports to convey and or extract the desired information:
• Statistics captures the desired current status
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East is clinical trial design software that allows users to quickly generate multiple trial designs, assess their operating characteristics through simulation, and share designs with stakeholders through customizable reports and graphs. It has been extensively tested and validated, with designs relied upon for over 20 years in numerous pharmaceutical studies. The document provides two examples of clinical trial scenarios that could be modeled in East: a schizophrenia trial comparing a new drug to placebo on negative symptom outcomes, and an adjuvant breast cancer trial comparing Femara to Tamoxifen on disease-free survival.
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SLIDESHARE: www.slideshare.net/CaseWare_Analytics
WEBSITE: www.casewareanalytics.com
BLOG: www.casewareanalytics.com/blog
TWITTER: www.twitter.com/CW_Analytic
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Adverse Event or Near Miss Analysis
Details
Attempt 1Available
Attempt 2NotAvailable
Attempt 3NotAvailable
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Overview
Write a 5–7-page a comprehensive analysis on an adverse event or near miss from your professional nursing experience. Integrate research and data on the event and use as a basis to propose a quality improvement (QI) initiative in your current organization.
Health care organizations strive for a culture of safety. Yet despite technological advances, quality care initiatives, oversight, ongoing education and training, laws, legislation and regulations, medical errors continue to occur. Some are small and easily remedied with the patient unaware of the infraction. Others can be catastrophic and irreversible, altering the lives of patients and their caregivers and unleashing massive reforms and costly litigation.
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Context
The purpose of the report is to assess whether specific quality indicators point to improved patient safety, quality of care, cost and efficiency goals, and other desired metrics. Nurses and other health professionals with specializations and/or interest in the condition, disease, or the selected issue are your target audience.
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Questions to Consider
As you prepare to complete this assessment, you may want to think about other related issues to deepen your understanding or broaden your viewpoint. You are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of your professional community. Note that these questions are for your own development and exploration and do not need to be completed or submitted as part of your assessment.
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Resources
Required Resources
MSN Program Journey
The following is a useful map that will guide you as you continue your MSN program. This map gives you an overview of all the steps required to prepare for your practicum and to complete your degree. It also outlines the support that will be available to you along the way.
MSN Program Journey
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Transcript
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Assessment Instructions
Preparation
Prepare a comprehensive analysis on an adverse event or near-miss from your professional nursing experience that you or a peer experienced. Integrate research and data on the event and use as a basis to propose a Quality Improvement (QI) initiative in your current organization.
Note
: Remember, you can submit all, or a portion of, your draft to Smarthinking for feedback, before you submit the final version of your analysis for this assessment. However, be mindful of the turnaround time for receiving feedback, if you plan on using this free service.
The numbered points below correspond to grading criteria in the scoring guide. The bullets below each grading criterion further delineate tasks to fulfill the assessment requirements. Be s.
Budgeting, Forecasting, and Closing Process
This document discusses various budgeting techniques, budget reporting challenges, and alternatives to traditional budgeting approaches. It provides an overview of rolling budgets, zero-based budgets, and other budgeting methods. Issues with traditional budget variance reports are outlined. The balanced scorecard approach and its focus on financial, customer, internal and learning perspectives is presented as an alternative. The concepts of devolved networks, adaptive processes, and hindsight-based evaluation are introduced as principles of the "beyond budgeting" model. Tools for improving the financial close process including flowcharts, checklists, and cause-and-effect diagrams are also summarized.
Validating & Promoting your Program's Success Using ROI and other Evaluation ...
The document outlines steps for developing a performance measurement and evaluation plan for public health programs. It discusses developing logic models and selecting process and outcome measures, collecting interim data, and calculating return on investment. The goal is to show stakeholders like funders and policymakers how programs are performing and achieving impacts in a manner that promotes continuous program improvement.
Btz presentation tqm for business students
Btz presentation tqm for business studentsBeenish Tariq Zuberi Federal Urdu University of Arts, Science and Technology
Total quality management (TQM) is defined as the enhancement of traditional business methods with a focus on meeting customer expectations, continuous process improvement, and defect prevention. TQM involves managing the whole organization to achieve excellence by focusing on quality in all aspects. It requires integrating quality management into daily operations and overcoming outdated organizational cultures. Key elements of a successful TQM system include integrity, training, teamwork, leadership, communication, and recognition. Common quality management tools used in TQM include check sheets, histograms, control charts, scatter diagrams, Ishikawa diagrams, Pareto diagrams, and run charts.6 M&E - Monitoring and Evaluation of Aid Projects
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Quality tools, data collection and indicators
1) The document discusses quality tools, data collection, and indicators for healthcare quality improvement. It defines key quality concepts like appropriateness, efficacy, effectiveness, and efficiency.
2) Quality improvement methodologies like the Juran Trilogy, PDCA cycle, and tools for teams, process analysis, planning, problem solving, and data collection are explained.
3) The importance of measuring performance through indicators is emphasized to monitor processes, compare performance over time and against others, and identify areas for improvement. Structure, process, and outcome indicators are described.
Stu R C8e Ch09
The document outlines learning techniques for assessing the environment, allocating resources, and contemporary planning techniques. It describes approaches to environmental scanning, competitor intelligence, and forecasting. It also defines types of resources, budgets, scheduling charts, linear programming, and scenario and contingency planning. Project management is discussed as getting activities done on time, within budget and specifications by defining goals, identifying requirements, and determining completion sequence.
Hranalytics goodone
This document discusses HR analytics, including core concepts, stages of analytics, types of analytical models, analytics domains, tools and software, and case studies. It provides an overview of business intelligence and analytics, then discusses HR analytics in depth. Key areas covered for HR analytics include what is currently measured, what could be measured, predictive possibilities like turnover modeling, and examples of advanced predictive analyses. Real-world case studies are presented on companies that have successfully used analytics for outcomes like reducing attrition and identifying high performers. The importance of HR analytics as an organizational function is highlighted.
Day 2
A needs analysis involves comparing current conditions to desired goals to understand performance problems. It can be extensive, using large sample sizes for general understanding, or intensive, using smaller samples for in-depth cause-and-effect analysis. Performing a needs analysis involves gap analysis, identifying priorities, outlining a methodology, gathering and analyzing both quantitative and qualitative data, presenting findings, and making conclusions and recommendations. An example needs assessment addressed gender-based violence in schools in Africa through stakeholder interviews, performances, photo voices, drawings, and documentaries to develop an action plan.
Data Analysis
This document discusses different approaches to analyzing qualitative and quantitative data from research. It addresses questions like what types of data are common, how to find meanings and patterns, and how to display results effectively. The document provides an overview of quantitative data analysis methods like statistical tests and summarizing data in tables and charts. It also discusses qualitative data analysis, including reducing and organizing text data, coding, conceptualizing, and interpreting meanings. The goal is to help researchers choose appropriate analysis methods based on their research questions, methodological approach, and type of data collected.
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Data driven planning kanban
- 1. Data Driven planning in Kanban Arkadiusz Felinczak ALI - Lightning Talk Smackdown!
- 2. Planning – why not estimates? • Estimates are opinions. • Hofstadter’s law. • Parkinson’s law. • Anchoring effect. • Estimate = commitment.
- 3. Lean approach - measure Measure CT and throughput. Don’t mix different work types. Break the work into similar size items. Visualize and control your metrics. Improve.
- 4. Cycle Time and WIP Measure your team Cycle Time. Make sure that WIP is constant (Little's law). Provide transparency on metrics to team and stakeholders. Use numbers for communication.
- 5. Introduce Work Item types What are typical types of work team does ? Diffrent size, complexity, treatment, required skills, process, ... Measure values and set Service Level Expectation. Source: https://www.engage3.com/dynamic-solutions/
- 6. Don’t focus on average CT Most teams starts with average Cycle Time. What is average of 5 and 20 ? Is it useful ? Use 85th Percentile for SLE. Use control charts to visualize metric.
- 7. Ageing – leading indicator Put dot on a card during standup (or SOS). Mark dots red if card seems to take long. Discuss during standup and swarm if needed.
- 8. Cycle Time Control chart Metric should be stable to replace estimates!
- 9. Summary Stable metrics can replace estimations. They are easy to collect. It is harder to argue with numbers. No negative impact on productivity. Transparent metrics reduce need for status reports.
- 10. Thank you