The document discusses process improvement opportunities for a request for service process used by an organization to obtain additional computing resources. Currently the process involves many roles, handoffs, and manual activities, taking an average of 47 days to complete. A case study is presented of analyzing the current "as-is" process and identifying issues like long lead times, lack of end-to-end ownership, and functional silos. The presentation recommends taking a systematic approach to developing new process requirements and redesigning the end-to-end "to-be" process to streamline activities and approvals.
Integrating Quality into Project Portfolio ManagementChris Sterling
Traditionally, projects are managed based on cost, schedule, and scope. This continues to be insufficient and leads to poor outcomes, unsustainable development efforts, quality issues, and software that may meet requirements but not the expectations of users. This talk will go into how organizations can integrate quality and value considerations into their portfolio management strategies leading to less surprises and more valuable outcomes. The talk will go into detail about how Agile, Lean thinking, and Managing Software Debt can give a more holistic view of the project portfolio.
Faster apps. faster time to market. faster mean time to repairCompuware ASEAN
Developers, Test Engineers, QA Engineers, Network Engineers, Operations Managers, Production Managers and Solution Architects joined us in Singapore to learn more about APM Lifecycle
2011 pmo symposium Bridging the Agile-to-PMO Communication GapBrent Barton
Traditional EVM makes no sense in software (and is potentially harmful) because claiming value earned based on intermediate work products--without an assertion of quality--does not provide reasonable forecasts. Agile provides an assertable and inspectable quality. Also, by ordering in terms of highest Business Value and risk considerations along with potentially shippable increments, I believe starts to include notions of value. Still, AgileEVM measures performance against plans (that can be re-baselined every iteration if needed). AgileEVM integrates cost management. Doing it well means not giving up what Agile offers: adaptive planning, quality.
Earned Value Management and Agile Tips for Success Brent Barton
As the Department of Defense focuses on "delivering 75% solutions in months [instead of] 100% solutions in years" Agile is finding its way into big, traditionally managed programs. This event http://www.afei.org/events/2A01/Pages/default.aspx specifically addresses Agile in Defense. This presentation was an invitation following a successful meeting at the ADAPT meeting.
This presentation is from Scrum Gathering 2011 in Seattle, WA, USA. Much of the presentation involved showing tools and techniques outside the slide deck along with exercises that the participants would perform for learning purposes.
Integrating Quality into Project Portfolio ManagementChris Sterling
Traditionally, projects are managed based on cost, schedule, and scope. This continues to be insufficient and leads to poor outcomes, unsustainable development efforts, quality issues, and software that may meet requirements but not the expectations of users. This talk will go into how organizations can integrate quality and value considerations into their portfolio management strategies leading to less surprises and more valuable outcomes. The talk will go into detail about how Agile, Lean thinking, and Managing Software Debt can give a more holistic view of the project portfolio.
Faster apps. faster time to market. faster mean time to repairCompuware ASEAN
Developers, Test Engineers, QA Engineers, Network Engineers, Operations Managers, Production Managers and Solution Architects joined us in Singapore to learn more about APM Lifecycle
2011 pmo symposium Bridging the Agile-to-PMO Communication GapBrent Barton
Traditional EVM makes no sense in software (and is potentially harmful) because claiming value earned based on intermediate work products--without an assertion of quality--does not provide reasonable forecasts. Agile provides an assertable and inspectable quality. Also, by ordering in terms of highest Business Value and risk considerations along with potentially shippable increments, I believe starts to include notions of value. Still, AgileEVM measures performance against plans (that can be re-baselined every iteration if needed). AgileEVM integrates cost management. Doing it well means not giving up what Agile offers: adaptive planning, quality.
Earned Value Management and Agile Tips for Success Brent Barton
As the Department of Defense focuses on "delivering 75% solutions in months [instead of] 100% solutions in years" Agile is finding its way into big, traditionally managed programs. This event http://www.afei.org/events/2A01/Pages/default.aspx specifically addresses Agile in Defense. This presentation was an invitation following a successful meeting at the ADAPT meeting.
This presentation is from Scrum Gathering 2011 in Seattle, WA, USA. Much of the presentation involved showing tools and techniques outside the slide deck along with exercises that the participants would perform for learning purposes.
Alistair Croll, Interop conference faculty and Coradiant's VP of product management gives an unbiased, top down view of Web performance monitoring. This informative look at Web measurement business goals, operating processes, tools and metrics will give you a solid understanding of the issues, without a product pitch. Coradiant is the leader in Web Performance Monitoring. The award-winning TrueSight Real-User Monitor allows organizations to watch what matters to their business, by delivering accurate, detailed information on the performance and integrity of Web applications in real time. Incident management, service-level management and change-impact management are three key capabilities. TrueSight watches any web or enterprise web application and lets site operators identify problems more quickly, isolate root-cause faster, and effect fixes more quickly than anything else on the market.
This is a 45 minute presentation I will be delivering at a company-wide meeting to discuss:
* How push-button release was used to help entire enterprise go from 6 month to 1 week release cycles
* How a "No Defect" team policy with ATDD drives greater productivity
Software debt slowly creeps into software assets if left unnoticed and can slow down delivery in ways that seemed faster initially. Fortunately, modern tools, frameworks, and software development approaches help us manage software debt effectively at a reasonable cost to implement. This program will show ways to recognize software debt in five debt areas so that you can start to manage it.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
How does lean manufacturing apply to the entire supply chain? This presentation talks about the application of lean to the entire value stream. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
Integrating Quality into Portfolio Management Brent Barton
Traditionally, projects are managed based on cost, schedule, and scope. This has lead to poor outcomes, unsustainable development efforts, quality issues, and less than ideal software in terms of value to its users. Our talk will go into how organizations can integrate quality and value considerations into their portfolio management strategies to have a more holistic view leading to less surprises and more valuable outcomes. The talk will go into detail about how Agile plus traditional Earned Value Management (EVM) alongside Managing Software Debt can give a more holistic view of the project portfolio.
These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
Front workplaces in financial services companies: an industry viewHelmut Kazmaier
Motivations and attitudes regarding front workplaces
Different user groups with different tasks, motivations and attitudes can be efficient and effective with a single front workplace
Front workplaces study 2007
Roughly one third reach their goals, but certain user groups are not well supported, and many front workplaces are rather hard to learn
Current front workplaces, their advantages and problems
Choosing the right depth of integration is key to efficiency and effectiveness
The most precarious, dangerously overloaded vehicle I have ever seen on a road anywhere. But so memorable it prompted some thinking - what lessons can we glean from this example that we should be constantly reminded of in business. Check it out, because there are some interesting parallels! More strategic business thinking at http://www.inversionpoint.com/
Track Keynote for the Change and Release Management Track at the IBM Rational Software Conference 2009
Software change and release management, a key capability in modern software development, enables teams to accelerate the software and systems delivery lifecycle. This track is for practitioners, administrators, and advanced users who want to learn how IBM Rational change and release management solutions - IBM® Rational ® ClearCase®, IBM® Rational® ClearQuest®, IBM® Rational® Team Concert®, IBM® Rational® Build Forge® and IBM® Rational® Software Analyzer® - can empower organizations to improve productivity and team collaboration, gain better visibility into projects, automate processes, improve quality, manage distributed teams, and provide audit trails and traceability across the software development lifecycle for fast delivery of high-quality software.
Alistair Croll, Interop conference faculty and Coradiant's VP of product management gives an unbiased, top down view of Web performance monitoring. This informative look at Web measurement business goals, operating processes, tools and metrics will give you a solid understanding of the issues, without a product pitch. Coradiant is the leader in Web Performance Monitoring. The award-winning TrueSight Real-User Monitor allows organizations to watch what matters to their business, by delivering accurate, detailed information on the performance and integrity of Web applications in real time. Incident management, service-level management and change-impact management are three key capabilities. TrueSight watches any web or enterprise web application and lets site operators identify problems more quickly, isolate root-cause faster, and effect fixes more quickly than anything else on the market.
This is a 45 minute presentation I will be delivering at a company-wide meeting to discuss:
* How push-button release was used to help entire enterprise go from 6 month to 1 week release cycles
* How a "No Defect" team policy with ATDD drives greater productivity
Software debt slowly creeps into software assets if left unnoticed and can slow down delivery in ways that seemed faster initially. Fortunately, modern tools, frameworks, and software development approaches help us manage software debt effectively at a reasonable cost to implement. This program will show ways to recognize software debt in five debt areas so that you can start to manage it.
The Stream Process™ for Defining ProjectsOneSpring LLC
The Stream Process™ from OneSpring is a revolutionary new process for defining software applications - web sites, mobile, enterprise software, intranets and so much more.
Stream is a methodology that offers companies a collaborative and highly-visual approach to creating superior products and solutions in less time, with reduced project re-work.
Think of it as a better way to translate what the business (marketing, product management, etc.) wants into something the development team can build.
This helps companies dramatically improve productivity, quality and customer satisfaction. Learn more at www.onespring.net or contact us at sales@onespring.net.
How does lean manufacturing apply to the entire supply chain? This presentation talks about the application of lean to the entire value stream. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
Integrating Quality into Portfolio Management Brent Barton
Traditionally, projects are managed based on cost, schedule, and scope. This has lead to poor outcomes, unsustainable development efforts, quality issues, and less than ideal software in terms of value to its users. Our talk will go into how organizations can integrate quality and value considerations into their portfolio management strategies to have a more holistic view leading to less surprises and more valuable outcomes. The talk will go into detail about how Agile plus traditional Earned Value Management (EVM) alongside Managing Software Debt can give a more holistic view of the project portfolio.
These are the slides from my talk at the LESS 2011 conference in Stockholm, Sweden.
Product Ownership is a multi-faceted responsibility that demands a broad set of perspectives combined with deep product and domain knowledge. Effective product ownership requires both an internal and an external perspective. The challenges are amplified for large complex organizations developing large complex products and systems. In different organizations, engineering, product management, user experience and other functional groups can all lay claim to the role with some legitimacy.This talk will describe the challenges of understanding product ownership in large organizations, and of filling the product owner role effectively. We present different models for filling the product owner role, including single product owner, proxy product owner, and product owner teams.
BPM Model Preserving Strategy vs. Model Transforming StrategyKeith Swenson
This presentation was given at the 2009 Process.gov conference in Washinton DC on June 19, and covers the concept of how different BPM products differ based on how they handle the process models.
Front workplaces in financial services companies: an industry viewHelmut Kazmaier
Motivations and attitudes regarding front workplaces
Different user groups with different tasks, motivations and attitudes can be efficient and effective with a single front workplace
Front workplaces study 2007
Roughly one third reach their goals, but certain user groups are not well supported, and many front workplaces are rather hard to learn
Current front workplaces, their advantages and problems
Choosing the right depth of integration is key to efficiency and effectiveness
The most precarious, dangerously overloaded vehicle I have ever seen on a road anywhere. But so memorable it prompted some thinking - what lessons can we glean from this example that we should be constantly reminded of in business. Check it out, because there are some interesting parallels! More strategic business thinking at http://www.inversionpoint.com/
Track Keynote for the Change and Release Management Track at the IBM Rational Software Conference 2009
Software change and release management, a key capability in modern software development, enables teams to accelerate the software and systems delivery lifecycle. This track is for practitioners, administrators, and advanced users who want to learn how IBM Rational change and release management solutions - IBM® Rational ® ClearCase®, IBM® Rational® ClearQuest®, IBM® Rational® Team Concert®, IBM® Rational® Build Forge® and IBM® Rational® Software Analyzer® - can empower organizations to improve productivity and team collaboration, gain better visibility into projects, automate processes, improve quality, manage distributed teams, and provide audit trails and traceability across the software development lifecycle for fast delivery of high-quality software.
Procurement Benchmarking Survey 2012 Main Report The Power Of Procurementalaindhoe
The findings from the survey indicate that, although most procurement functions have made significant progress in terms of creating value for their organizations, over the past few years, momentum has stagnated somewhat. In large part, this is because much of the ‘low hanging fruit’ has already been harvested in terms of cost savings, leverage and price. In order to enhance the value delivered, Procurement functions will need to stretch to identify broader opportunities and take on a more strategic role.
2009 11-04 mm (carson, california - csu-dh) bpm introductionMike Marin
“Business Process Management – An Introduction”. Introductory presentation given by Mike Marin to Computer Science students at California State University Dominguez Hills in 2009.
Ozone was undergoing a transformation of distribution model, wherein the distributors were organized in tiers so that demand could be better owned down the channels. This change was happening in phases and proved challenging for IT in the CRM support.
Talk of Kerim Cakmak (IBM, Rational Systems Tiger, CEE) "Applying Continuous Verification and Validation to achieve the right Quality in Systems delivery" at 87th INCOSE Russian Chapter meeting, 12 Februaty 2014.
Next Generation Supply Chain Execution Systemskjcorman
Our customers IT infrastructures continue to get more and more complex and with the continues improvements in technology we make it easy for you to keep up with your Internal process complexities as well as customers’ expectations. We make it easy for you to:
• Integrate multiple best of breed applications and build processes across all their data models without rip and replace
• Identify and solve problems with products and service delivery before impacting customer satisfaction
• Introduce and continuously improve new products and service as rapidly as the business requires
• Apply sales and marketing promotions to the right customers at the exact right time
• Identify and mitigate potential regulatory violations before they make the headlines
This presentation highlights how Internal Audit Departments could be enhancing effectiveness and efficiency for their organizations and for the audit function itself. An example is used on an audit program aimed at auditing and improving the Repair and Maintenance function.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
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➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
VAT Registration Outlined In UAE: Benefits and Requirements
The Power of Process
1. The Power of Process
For Driving Business Improvement
Fred Hess, Paramount Strategies LLC
Brainstorm Conference - September 28-30, 2008
1
2. Process is the Clark Kent of business
ideas: seemingly mild and unassuming
but actually amazingly powerful.
Michael Hammer, Agenda, 2001
2
3. The House-Building Contest
How long does it take to build a house?
My baseline => 4 months
The rules are simple:
normal tools must be used
building codes must be followed
no prefabricated components
only the concrete curing can be accelerated
must be finished and landscaped
The record?
2 hours, 47 minutes!
Do you think process had something to do with it?
3
4. Insights
Schedule improvement = 99.6%!
May not be the most cost effective approach
Percentage of non-value added tasks?
Response to proposed project?
Teamwork - single focus
Flawless execution
Lessons learned?
4
5. Definition of Process
A process is a set of activities that produce
products and services for customers.
GAO’s BPR Glossary of Terms
A process is an organized group of related
activities that together create a result of value to
customers.
Michael Hammer, Agenda, 2001
The term process is a proxy for a business
operation which is comprised of process steps,
people and tools.
Fred Hess, 2004
5
6. Common Issues in Companies
CEO
VP VP VP VP VP
Procure Ship
Sales Order Mfg
ment ping
Functional departments are usually measured and
controlled vertically
6
7. Common Issues in Companies
CUSTOMER
CEO Item
Order
VP VP Dept Mterics VP VP VP
Procure Ship
Sales Order Mfg
ment ping
Work
Work usually proceeds through the company horizontally
7
8. An Aerospace View
CUSTOMER
PM
Contract Deliverable
FM FM Functional Focus FM FM FM
Design Stress Electrical Procur Mfg
Work
Work usually proceeds through the company horizontally
8
9. Insights
Department measurements and the flow of work are
typically at right angles to each other
These vertical measurements typically do not measure
flow of work and can sometimes cause behaviors that
interfere with the flow
Aerospace and other large enterprises have many
more functions than ordinary businesses so the silo
effect is greater
If there are no metrics or ownership related to the flow
of work, it will probably not improve
9
10. A Real Life Example – Telecom
Manufacturer
Client defined processes
Proposal
The client team, with IBM help, had
Sales modeled the 8 As-Is processes and
were now designing the To-Be
Finance
processes, starting with Collections.
Order
Mfg Do these really look like processes?
Deployment
Billing
Collections
10
11. A Real Life Example – Telecom
Manufacturer
I convinced them that their 8 “processes” were phases of the same process.
Finance Process Submit
Propose Sell Mfg Deploy Collect
Product Order Invoice
What was the common business object that
made it the same process?
What might this process be called?
11
12. The Proposal to Cash Process
The common business object is the “Order”
CUSTOMER
Order
Finance Process Submit
Propose Sell Make Deploy Collect
Product Order Invoice
Collections were running at 50%
Customer satisfaction was poor.
How would you find the root causes?
12
13. Analyzing the Proposal to Cash Process
CUSTOMER
Collect
Proposal Sales Order Mfg Deploy Billing
ions
What were the root causes?
What group suffered the most pain?
At what point did the salesman get his commission?
Who did the customer call for status or problems?
Who was responsible for customer satisfaction?
13
14. Root Cause Analysis
Customer
Installation Caused By facility not Schedule
not on ready Caused By
slip
schedule
Caused By
Caused By
Customer
schedule No one is
Customers won’t not tracked Caused By
responsible
pay until system
installed
Caused By Caused By
Installation not
correct Order must
Collections
rate not match
acceptable proposed Configurator
Caused By
Customer pays configuration out of date
slowly Caused By Caused By (SAP)
Caused By
Caused By
Order not
correct
Caused By
Configurator
Customers Caused By Proposed not available
can’t pay configuration
not correct
Caused By Prices in 3
different
databases
14
15. Findings
The root cause of the collections problem was
primarily in sales
No single role owned the customer for the
duration of the transaction
No one realized the number of potential
customer touchpoints
There was no mechanism for collecting and
utilizing all customer information
15
16. A Touchpoint Analysis Was Performed
# TOUCH POINT DOCUMENT CUST EFFECT. EFFIC. ACCESS OVERALL TREND BUSINESS CURRENT IMPACT/ DESIRED IMPACT/ GAP
SAT CHANNELS PERF IMPACT CHARACTERISTICS EXPERIENCE
1 Marketing/Sales
2 Advertising
Branding
Communications
Product Launch
Public Relations
Trade Shows
6 Future Product
Development
Develop
Customer Plan
Develop Service
Plan
Approve Service
Plan
Develop
Partnership Plan
Develop Account
Plan
Clarification of
Customer's
Business
Reqmt's
16
17. How did we proceed?
Customer
Salesman
Order/Finance
Buyer
Mfg Engr
Deployment
Billing
Collections Got all roles together in workshop
Developed to-be requirements
Worked out the handoffs and interactions
Designed the end-end to-be process 17
18. Recommendations
Adjust the SAP business rules
Maintain current configurators and price
databases
Form customers teams
Appoint a Chief Customer Officer
Acquire/develop a customer information
database and application
18
19. Insights
The focus on departmental, instead of end-to-
end, processes precluded their ability to
determine the root cause of the issues
There was no ownership of the end-to-end
process measurements
Business growth of 30%/year contributed to
lack of focus on the customer
19
20. The Request for Service Process
An outsource process for obtaining additional
computing resources
Projects take from 8 to 16 weeks to
implementation
Average transaction time = 47 days
Could take as long as 14 days to obtain a
license key to run an installed application
Quick-hit teams trying to improve process
performance
20
21. The Approach – Step 1
Issues
1. Analyze the Current
State Root
Cause
Desired
R2
Dev. Concept
Desgn 1
Use Existing
DE1
Cgng
R3
Reqts
DE2 Approve DE3
Chnge
Capabilities R2
DE1 Desgn
Choose 1
R3
DE2 Cgng
Model OK
Multithread
DE3Results 1
Choose
Chnge Concept
Choose ChooseConcept
Chnge 1
Dev. Concept
Multithread Design Eng Dsgn
Disapprove scope Reqts
OK 2 Approve
Design
2 Model not Results
R4
Design Eng Dsgn
Disapprove scope R4 Model OK Design Use Existing Model not Chnge
OK Number
Assign R1 EA1
R1 EA1
Eng. Administrator Assign
Eng. Administrator Number R2 R4
R2 R4 R1
R1 TL1 Check Concept TL3
TL3 Team Scope TL2 Choose 1
TL1
Check TL2 Choose 1
Work
Team Scope
Leader
Concept
Reject
Leader Work Reject Approve
Approve
Analysis
Submit 1 A1
A1
Analyst Submit
Analyst Doc. Detail 1
Analysis Dwg
Dwg Doc. Detail
Drafter D1
D1
Drafter
Solution Ideas
R3
Develop Spec.
R3
TW1
Technical Writer
TW1
Technical Writer Develop Spec.
Model
RN0-1
Design
Create/Modify
RN0-1 Eng Designer Design
Eng Designer Create/Modify
Model
Check Drwgs
DrwgsC1 Checker C1
Check
Checker
DesignFlow As-is
DesignFlow To-be
Organization Application Process
Enablers Reqmts Enablers
As- Is
To -Be
Org Design, Application
Teaming, Skills, Function, Data,
Knowledge Infrastructure
21
22. Current State Process
E2E Current RFS Process (As-Is)
Ends With: Implementation plan and
Starts With: Request for Service
solution components ready for
implementation
Process Roles
Obtain
Requester Approval End
Initiate
Request
Delivery Package
Request
Project Evaluate
Approve
Mgr
Request Approve
Solution Develop
QA2/3 Check (state 33)
Rework Loop
Team Solution
Develop Obtain
& Deliver Approval
Prop Mgr
Proposal
Outsource Obtain 40
State
Mgr Approval
Perform
Procure Acquisition
Services
= Silo
22
23. The Approach – Step 2
Issues
Project Goal: Root
Systematic and Repeatable Cause
Approach
Desired
R2
Dev. Concept
Desgn 1
Use Existing
DE1
Cgng
R3
Reqts
DE2 Approve DE3
Chnge
Capabilities R2
DE1 Desgn
Choose 1
R3
DE2 Cgng
Model OK
Multithread
DE3Results 1
Choose
Chnge Concept
Choose ChooseConcept
Chnge 1
Dev. Concept
Multithread Design Eng Dsgn
Disapprove scope Reqts
OK 2 Approve
Design
2 Model not Results
R4
Design Eng Dsgn
Disapprove scope R4 Model OK Design Use Existing Model not Chnge
OK Number
Assign R1 EA1
R1 EA1
Eng. Administrator Assign
Eng. Administrator Number R2 R4
R2 R4 R1
R1 TL1 Check Concept TL3
TL3 Team Scope TL2 Choose 1
TL1
Check TL2 Choose 1
Work
Team Scope
Leader
Concept
Reject
Leader Work Reject Approve
Approve
Analysis
Submit 1 A1
A1
Analyst Submit
Analyst Doc. Detail 1
Analysis Dwg
Dwg Doc. Detail
Drafter D1
D1
Drafter
Solution Ideas
R3
Develop Spec.
R3
TW1
Technical Writer
TW1
Technical Writer Develop Spec.
Model
RN0-1
Design
Create/Modify
RN0-1 Eng Designer Design
Eng Designer Create/Modify
Model
Check Drwgs
DrwgsC1 Checker C1
Check
Checker
DesignFlow As-is
DesignFlow To-be
Organization Application Process
Enablers Reqmts Enablers
As- Is
To -Be
2. Develop the Requirements
Org Design, Application
Teaming, Skills, Function, Data,
Knowledge Infrastructure
23
24. As-Is Baseline - Analysis
The current Request for Service (RFS) is burdened by a process that contains a high number
of roles, tools, hand-offs, manual activities and rework.
2. Evaluate 3. Develop 4. Develop 5. Obtain 6. Perform
1. Initiate and Route Solution and Deliver Approvals Acquisition
Request Request State 20, 23 Proposal to State 40, 50, Services
State 0, 5, 10 State 15 Customer 60, 100 State 162, 1 63
State 30, 33
Receive Request Finalize Project
Validate Request Scope Summary Route to Customer
Type Identify Required Finalize Proposal for Approval and
Assign the RFS Acquire Hardware and
Work Products Outputs Signoff
Category + Queue Software
Contact Customer Obtain Pricing Perform Customer
Reroute as Needed Schedule and Begin
Within 5 Days Agreement Review/Response
Submit RFS Validate Form Assign Resources Receive Signature / Implementation
Perform QA2/3
Content and Notify Gather/Validate Submit to Rework as Needed
Requester Requirements Governance for Route to Governance
Validate Funding Perform Quality Review and for Final Approval
Information Review w/in Team Concurrence Obtain Governance
Log Project/New Finalize Solution Rework as needed Approval
Business Request Outputs Deliver FAL and
Assign to Perform QA1 Project Scope
Resource Summary to
Review
Customer
Activities
per step: 37 + 14 + 56 + 26 + 20 + 56 = 209
Choices
per step: 19 + 6 + 36 + 13 + 4 + 36 = 114
Handoffs
per step: 9 + 4 + 13 + 9 + 7 + 24 = 66
IT Tools
per step: 15 9 15 11 10 14 = 32
24
25. Major Contributor to Schedule Delay
– Capital Requisition Approval
13 roles required
for approval
25
26. Findings
Excessive number of non-integrated applications
Many manual handoffs
Quick-fix teams were changing rules weekly
Lengthy approval cycles
Manual tracking
Multiple procurement systems
26
27. The Approach – Step 3
Issues
Project Goal: Root
Systematic and Repeatable Cause 3. Develop the To-Be
Approach Process
Desired
R2
Dev. Concept
Desgn 1
Use Existing
DE1
Cgng
R3
Reqts
DE2 Approve DE3
Chnge
Capabilities R2
DE1 Desgn
Choose 1
R3
DE2 Cgng
Model OK
Multithread
DE3Results 1
Choose
Chnge Concept
Choose ChooseConcept
Chnge 1
Dev. Concept
Multithread Design Eng Dsgn
Disapprove scope Reqts
OK 2 Approve
Design
2 Model not Results
R4
Design Eng Dsgn
Disapprove scope R4 Model OK Design Use Existing Model not Chnge
OK Number
Assign R1 EA1
R1 EA1
Eng. Administrator Assign
Eng. Administrator Number R2 R4
R2 R4 R1
R1 TL1 Check Concept TL3
TL3 Team Scope TL2 Choose 1
TL1
Check TL2 Choose 1
Work
Team Scope
Leader
Concept
Reject
Leader Work Reject Approve
Approve
Analysis
Submit 1 A1
A1
Analyst Submit
Analyst Doc. Detail 1
Analysis Dwg
Dwg Doc. Detail
Drafter D1
D1
Drafter
Solution Ideas
R3
Develop Spec.
R3
TW1
Technical Writer
TW1
Technical Writer Develop Spec.
Model
RN0-1
Design
Create/Modify
RN0-1 Eng Designer Design
Eng Designer Create/Modify
Model
Check Drwgs
DrwgsC1 Checker C1
Check
Checker
DesignFlow As-is
DesignFlow To-be
Organization Application Process
Enablers Reqmts Enablers
As- Is
To -Be
Org Design, Application
Teaming, Skills, Function, Data,
Knowledge Infrastructure
27
28. To-Be Process - 1st Release
2. Evaluate 3. Develop 4. Develop 5. Obtain 6. Perform
1. Initiate and Route Solution and Deliver Approvals Acquisition
Request Request State 20, 23 Proposal to State 40, 50, Services
State 0, 5, 10 State 15 Customer 60, 100 State 162, 163
State 30, 33
Receive Request Finalize Project
Validate Request Scope Summary Route to Customer
Type Identify Required Finalize Proposal for Approval and
Assign the RFS Acquire Hardware and
Work Products Outputs Signoff
Category + Queue Software
Contact Customer Obtain Pricing Perform Customer
Reroute as Needed Schedule and Begin
Within 5 Days Agreement Review/Response
Submit RFS Validate Form Assign Resources Receive Signature / Implementation
Perform QA2/3
Content and Notify Gather/Validate Submit to Rework as Needed
Requester Requirements Governance for Route to Governance
Validate Funding Perform Quality Review and for Final Approval
Information Review w/in Team Concurrence Obtain Governance
Log Project/New Finalize Solution Rework as needed Approval
Business Request Outputs Deliver FAL and
Assign to Perform QA1 Project Scope
Resource Summary to
Review
Customer
As-Is
Activities 37 + 14 + 56 + 26 + 20 + 56 = 209
per step
To-Be
Activities 11 + 7 + 28 + 7 + 7 + 49 = 109
per step
28
29. Results - Phase 1
Removed non-value add activities 209 => 109
Reduced roles from 37 to 30
Reduced applications form 32 to 24
Reduced handoffs from 66 to 30
Removed many sources of rework
Implement with WBI workflow
Focus on 21 most critical process steps
Set objectives for Phases 2 and 3
29
30. Insights
There was a lack of both a tool and data
architecture
Lack of clear process governance
The process was assembled, not designed
The quick-fix attempts actually degraded
process performance
30
31. The Dell Process Advantage
Maintain
Identify Config Get
Order Install Inven Upgrade
Need Solution OK tory
Extranet
Buy
Order Ass’y Ship
Parts
Look upstream and downstream for
additional improvement opportunities
31
32. Insights
Dell’s integration with their customer’s processes
added value
Control of standard configurations
Workflow for approval and ordering
Easy inventory management
Provided clear competitive advantage
Harder for customers to buy from competitors
32
33. Process Can Drive Schedule Improvement
Proxy for elapsed time
Time
• What percentage of the time (schedule) would you estimate is
in the tasks?
• How much in the white space?
33
34. Process Can Drive Cost Improvement
• The Cost of process execution equals the sum of the cost of
all activities times the number those activities are executed.
• How much cost is in rework?
34
35. Process Can Provide Tool Requirements
Roles
1 hr
• Tool requirements are obtained by compiling the functional
requirements from all the tasks that use the tool.
• Integration requirements can be derived by identifying tasks that
require more than one tool.
35
36. Process Can Provide Skill Requirements
• Skill requirements are obtained by compiling the requirements from
all the tasks on the role swimlane
36
37. Process Has Power
An end-end cross-functional process can:
define how all groups/departments/roles must work
together to achieve the business objectives
show where the time is spent and where to reduce it
identify the cost of the activities in the process and show
which ones can be reduced
identify the skill requirements required by each role
establish the functional requirements the applications must
have to support the process
provide the context for root cause analysis
Process is the most powerful and effective driver
of business alignment and improvement 37
In my 13 years process consulting, I’ve learned that process can be a powerful force in driving business improvement if used in the proper context.
In his book, Agenda, process guru Michael Hammer calls process the Clark Kent of business ideas.
Process is one of those terms that can have many meanings and contexts. So it is important to define it’s definition when discussing process. You can be talking about a credit checking process while I am thinking about a product development process.
This is clearly not an Aerospace company but the principles apply to all medium and large companies. These functions are typical. Sales is focused on quota, order on order rate, procurement on costs and EOQ, manufacturing on costs and rate and shipping on overall costs and order consolidation.
These measurements usually don’t work in favor of the customer order which flows through the functions horizontally. Do you think that the functional processes were designed to support/improve the functional metrics or the flow of orders?
These measurements usually don’t work in favor of the customer order which flows through the functions horizontally. Do you think that the functional processes were designed to support/improve the functional metrics or the flow of orders?
Here is an actual engagement that I was brought into.
When they reviewed the processes with me, I convinced them that their processes are really just phases of the same end-end process. So, what would you think would be the common business object that made it the same process. And what would you think this process should be called?
I called this the proposal to cash with process. Because proposal was one of the processes. Though the problem that they were trying to correct here is that collections were running at 50%, and customer satisfaction was very low. In fact, while we were doing this process, a customer came in, and described to the client that they represented there are satisfaction to be 3.4 out of four. In this case for war was the lowest, and one was the highest score. After some discussion, they agreed that it was all part of the same process. The major point of contention was the proposal that they didn’t think was in order. And I explained that it was a customer order to add and yet been accepted. In other words, it was an order that had a state of proposed. Now that that’s established, how would you determine the root causes of the problems that they were having?
The technique that I used to find the root causes was to start at the end of the process, where the most obvious problems were. I asked the collections department. Why the customers were not paying. They described that fact that there were problems with the installation, and they would not pay their bills until the problems were fixed. I then went to the deployment group, who described the situation in that there were problems with the configuration of the orders. There were problems with parts being incorrectly ordered the were problems with the schedule.
I’m sure this is hard to read so let me step you thru it. This is a high level view of the RFS process in DesignFlow format. It begins with a requestor in one of the business units, card services, travel, etc, that wants to develop a new service or offering that requires capacity over and above normal business. Like all customers they want it now, so the RFS team begins by checking for validity/completeness/funding. Once it passes, the RFS is planned, roles are selected, a solution developed, then a proposal created and priced. A governance board approves the request and it goes to the requestor for approval. It then comes back thru governance for a final OK, a notification goes out to all interested parties and the request goes to procurement for capital approp and acquisition. Our scope ended when the equipment was available for installation in the datacenter. The blue boxes show the various org groups that tended to have common set of activities and toolsets. The blue lines represent rework loops. This process is a very manual, email-driven, with information contained in Word and Excel with teamrooms for storage. Because of the high visibility and pressure to perform, each group needed information in their own format and had developed their own spreadsheets to protect themselves
After this step the team knows more about how the business runs and its problems than anyone else in the company.
We’ve covered the need to understand the complexity of the existing process. Here is DesignFlow EKG chart. We modeled and analyzed the As-Is process and found that it was comprised of 209 activities performed by 37 roles using 32 tools. They had 114 choices to make and had up to 66 handoffs. And the choices didn’t include the business rules for executing the process differently based on RFS type, $ clip levels, etc., that were implemented to “speed up” the process. The abundance of tools was worsened by the requirement that AMEX insisted that their toolset be used along with what IBM required and that no tool changes be made for one year.
This is clearly not an Aerospace company but the principles apply to all medium and large companies. These functions are typical. Sales is focused on quota, order on order rate, procurement on costs and EOQ, manufacturing on costs and rate and shipping on overall costs and order consolidation.