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Page 2
TABLE OF CONTENTS
Page 4
Interviews
Confidential, one-to-one interviews with managers at all levels and across
functions
Gain views on current situation, organizational strengths and initial
opportunities for improvement
Tailored to the individual clients situation
Objectives of the Interview
To gain thorough understanding of the individuals role and responsibilities
To get individual perceptions of areas of opportunity and potential barriers to
improvement
To build commitment to and ownership of the change program
To make a friend - gain support for additional assistance and involvement
Page 5
Page 6
Page 7
Continued
Essential to understand
Departmental functions
Departmental performance
Page 8
Page 9
Page 10
Did you check the hygiene factors ?( Interviewee had a cup of coffee etc)
Did you check the name and position of the person being interviewed ?
Did you outline the framework of the interview and explain roles ?
Page 11
Continued
Did you finish with an open question (is there anything else you would like
to tell me ?)
Follow up
Have you quality checked the interview - do you think its honest and accurate
?
Page 12
Page 13
Page 14
Page 15
Information
Do you get the information you feel you need to plan/do/review these activities
?
Page 16
Page 17
none
If NONE/FAIR/POOR...Why ?
10%
If NO...Why ?
Page 18
Page 19
Page 20
What is it?
The Five Whys is an interview technique that is used to drill down to the problem,
rather than accept action around a symptom.
Background
Have you heard the story about the CES who called on a client who wanted to
hire a project manager, and walked out with a systems transformation?
The Five Whys is a technique to get there in one session, rather than several
months.
Page 21
Example of Use 2
Ensure that no sludge enters the system again and the problem is fixed.
Fixing the fuse would not fix the problem.
(Example after Kaizen by Masaaki Imai)
When to use it
When you want to solve a problem, and not a symptom.
Before initiating an action without a clearly understood outcome (see PDSA).
To focus limited resources on the most effective action.
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Page 23
Critical Issues
Ensure that you remain objective. You are looking for data on the process,
not someone to blame.
Avoid an event oriented explanation. You are looking for the cause of the
event. Because I did not tell him to, is an event. Continue to ask Why did
you not tell him to.
Do not try to solve the problem using this tool.
Conclusion
The Five Whys focus on the identification of a problem, not its solution.
Ensure that the problem is identified in Process terms.
Select the most appropriate tool to solve the problem.
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Page 25
. . . however, they were quick to state the need for dramatic changes in IT
We need to shape the IT mission based on business needs, not on
technology
We can't get systems delivered on time that do what we want or need.
They are a major contribution to cost - there are too many people for the
value that's being added
Corporate data is a major issue
The quality, timeliness, consistency of IT information needs to be improved
Systems that support our business are old, not user-friendly, and many of the
things we do are still done manually - without mechanization.
IT needs to treat end users like customers - they need to remember they are
a service organization
We've got to get out of the box
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Page 30
Continued
What they said about . . . team building
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IT Services
Executive Management Interviews
Management Interview Form
Status:
Version:
Draft
0.1
Release Date:
Page 43
Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Functional Specifications/
Document Approval
This document has been approved for use by the following:
<first name, last name>, IT Services Manager
<first name, last name>, IT Service Delivery Manager
<first name, last name>, National IT Help Desk Manager
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
When this procedure is updated the following copyholders must be advised through
email that an updated copy is available on the intranet site:
<Company Name> Business Unit
IT
Page 44
Stakeholders
Interviewee:
Title:
Department:
Company:
Years in Management:
Interviewer:
Time in Current
Date:
Position:
Often the executive to be interviewed has some comment or question right up front.
These are to be encouraged as they set the stage for you as a good listener and you
can often find some key issue that they are vitally interested in. Or they just may
have some questions about the IT Diagnostics and how the information they provide
will be utilized.
Question 1
Function
You may also ask them to sketch their organization chart or to list the activities
they are responsible for or the major groups of people. You need to understand
this executives place in the organization in order to better understand the context of
their answers. You can also gather descriptive statistics on the size of their
operation (number of people, growth, locations, etc.) to help you frame their problem
set.
Page 45
here)?
This is more background information but is interesting to compare the answers given
by business executives and IT executives. Strategies you suggest should be either
directly supportive of or complementary to the business mission. There should be
good congruence of answers here and if not, leadership problems or at least
communications problems at the highest levels exist.
Question 2b
This question seeks a clear definition of the business value of IT. It used to establish
in the minds of executives, especially business executives, the part IT plays in the
value chain and positions IT as being an essential piece of the product/service
delivered to the end customer.
Question 3a
You may also phrase this to ask for goals and objectives. The former language is
more appropriate to the business executive and the latter to IT. You are trying to
understand the drivers for the actions of this executive. This is a particularly
important question to see if IT is in sync with the business and where its headed.
And it helps XX understand about the future plans this organization has.
You are gathering information about this executives area of responsibility. He/she
may wish to talk about their goals within the bigger picture of the entire division or
company. Gather all the information you can about the larger entities but
concentrate this interview on this area of responsibility. Get all the hard copies you
can on goals and objectives as this helps frame your overall prescriptive strategies.
A question we also ask business executives is what are your customers major
business objectives; major performance improvement objectives. We are
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Question 3b
For the business executives, we are looking for the IT connection. Is IT on the
critical path for this executive to achieve his/her objectives? And specifically, is there
some aspect of IT that is vital? (Often technology in some form is part of this
answer.) For the IT executive, we are looking for a discussion of the
problems/constraints he/she feels is critical to meeting their goals. This can tell us
where to focus some of our other diagnostics.
You can also phrase this question around the information necessary to achieve their
objectives- or add this as a separate question or group of questions. You can ask
what critical information do you need to do your job and follow up with questions
on the data itself, what is the source of this information and is it always accurate
and timely.
Again, youre looking for the IT connection to business and the internal IT reliance on
data from other areas of IT. This often points to problems in production services and
with data access, currency and reliability.
Question 3c
(O) What are the most important things you personally do?
In trying to understand this executives role, you may wish to see how he/she
personally contributes to the value delivered to the customer. What an executive
spends their time on is the true indication of what they view as important. Careful
listening here can uncover possible re-engineering opportunities.
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This question is trying to see whether the client has committed to paper their
business/IT strategies. Most organizations are ad hoc in their planning (although
many have year by year MBOs). This presents opportunities for an ISP as well as
other means of formalizing the planning process.
Question 4b
This question is asked of business executives to see if they are devoting the
attention they need to IT or if they even see IT as a player in their plans for the
future. (We often make the point that business execs have no right to complain if
they dont get involved in providing direction and resources for the IT area of their
business.)
Question 4c
Doing What?
This is even a more direct attempt to have business executives quantify the
importance of IT to their strategies. If the number is high, it could be either because
IT is considered a partner or because of IT problems which are draining executive
time to get resolved. Thats why you must follow up with how they spend their time
on IT issues.
Question 5a
This question seeks to establish the value chain in an organization. Sometimes the
customers identified are external (e.g. if the question was directed to a Marketing
executive) and sometimes internal (IT executives nearly always answer with an
internal view but this is expanding with EDI and other technologies that link IT across
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Question 5b
This question is designed to make the interviewee quantify where their organization
adds value, exactly what do they provide for their customer base. For the business
executive this can be a thought provoking look at exactly what value they bring to the
end customer.
For IT executives, the answers are usually straight forward and not as revealing. But
IT executives must be made to think in terms of what value they add. This helps
focus the conversation on the things they do that dont add much value (possibly like
maintenance of old systems - an Applications Management opportunity). It helps
you to determine where improvement suggestions would likely be of the most value.
Question 5c
(O) What are they asking for that you cannot provide?
Question 5d
This question is often used in conjunction with 4c to make sure that the executive
(whether business or IT) is aware of the future plans of their customer base. They
need to be planning how they can support their customers future today. This has
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Question 6
satisfaction?
We are looking for written surveys (ask for a copy if they use them), focus groups,
random telephone surveys, anything that they use regularly to assess how well their
customers think they are doing. If the business executives have a program (and
often they do) can this be used (as least as the basic model) for a similar program
within IT - they should be linked. If a formal method does not exist (and this is often
the case in IT) this tells you about a break between customer and service provider
and provides us an opportunity in assessing customer satisfaction for the client.
If one exists for IT, get the results for the past few years and match those with the
comments made in the business management interview sessions. If they are in
sync, next item, but if not, and nearly all are not, you need to assess customer
satisfaction with IT using our survey form.
Question 7a
This question is asked to see if there is a real connection between stated objectives,
things like MBOs, and rewards. You are looking also for those verbal (nondocumented) measures of performance which exist in any organization. Solutions
you suggest should fit with the actual measurement/reward system (or you may even
recommend that they should change it).
This question can also be expanded to ask about the company as a whole or the IT
organization as a whole. It is sometimes valuable to gather the opinions of
executives on how things are done and how well they are going in areas not their
own.
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This is a sounding board question that sometimes elicits information on the fairness
of the measurement system itself or other constraints that stop an organization from
meeting its objectives. Sometimes the age and complexity of older legacy
applications stop development and maintenance groups from meeting service level
agreement objectives. This may point to another AM opportunity or perhaps a
conversion opportunity to be explored.
This question can also be expanded to ask about the company as a whole or the IT
organization as a whole. It is sometimes valuable to gather the opinions of
executives on how things are done and how well they are going in areas not their
own.
Question 7c
For most executives, this question catches them off guard. Allow them time to think
without interruption. The most common answer is I dont know or said a different
way, Im not sure. The question is designed to make measurement a personal
issue. It gets the executive involved on a personal level and can also point out flaws
within the system that we may be able to address.
Question 8a
Strategies you suggest are always more easily agreed to when they are in line with
the strengths of the organization. And this question is to see if IT is supporting the
company at its strong (competitive differentiating) points. We look at the answer
here and compare that with where IT is spending its resources (time and money) to
see how they align.
You may also ask the question about the three biggest weaknesses to find out
problems and to again see if IT is aligning its resources behind what the corporation
needs.
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This question is a build upon 8a with a more in depth look at the executives own
area of responsibility. Sometimes you can find that business executives feel that
areas of IT are very weak in certain services and you hear IT executives announce
that those areas are strengths. You can also see redundancies and internal
inconsistencies (e.g. our people are our greatest strength and greatest asset but you
find no career path, no training available and very high turnover). This question can
also be asked using weaknesses.
Question 9a
(R) If you were the CEO (use the incumbents actual name
You are looking for quick hits or long term fixes to performance problems. Often you
will get organizational suggestions when asking the question this way. The business
executives will tell you what they think IT needs to do to help them. IT executives
usually mention resources or some other IT department that constrains their
performance.
You can follow up this question (depending of course on the interviewees answer)
by asking would it be simple to implement such suggestions or how would they
implement such suggestions.
Question 9b
(R) If you were the CIO (use the incumbents actual name
This question is mainly for the IT executives but can be used on the business
executives as well (9a tends to work better on the business executives and the CIO)
and is designed to elicit similar responses as question 9a.
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(R) You have been away for a year (an extended vacation all
expenses paid), how would you determine if the IT function had improved
while you were away?
This question provides an avenue for determining and establishing the needed
metrics within IT to determine how well it is currently functioning.
Things that would be looked for are the efficiencies that can be developed in the IT
Departments and how to better align it to the needs of the greater organization.
Question 10b
criteria?
This is one of the most powerful questions we use and it is always asked in some
form or another. If your interview time has been cut short, get to this question (10a,
10b).
We ask this to get at the core problems with IT as executives see them. We
determine what they want improved (whats personally important to them) and
equally as important, what they consider improvement to be, and in the second part
(10b) what they would look at or who they would talk to) to make that determination.
Variations:
Sometimes we begin the question from the viewpoint of your customers. Again
we are attempting to establish the linkage of everything IT does to the customer.
Business executives treat this as meaning external customers and IT executives
usually answer in terms of their internal customers whether from the business areas
or from other areas of IT. Be sure to get an understanding of who they mean when
you ask the question this way.
A second variation changes the question from IT to business. You ask about a
specific area of the business instead of the IT function. This is for business
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Another common variation, one that is easier to tabulate but much less powerful in
extracting information and is therefore not recommended, is to ask the question as a
multiple choice of pre-provided answers.
You would say ...upon your return, which three of the following list of items
would you look at to determine if the IT function was more effective today.
Then you would create a list for the interviewee to mark off three (or two or four,
some small number of) items.
Sample categories:
IT meets budget and schedule commitments
IT costs (charge backs) are reduced
IT communicates effectively with its customers
IT takes the initiative and is a full business partner
Applications meet the needs of the business
Applications are accurate and dependable
On-line systems are always available
On-line systems have consistently good response
IT uses new technologies to serve its customers
IT meets customers requests promptly
Business costs are reduced
IT has made the business more competitive
Business effectiveness is increased
Question 11
This question is designed to uncover quick hits. Whats the worst of the worst? As
you tabulate interviews you see patterns of problems and suggested solutions
emerging. You also see the have not departments within an organization express
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You can follow this question with is there a close second but use this approach
sparingly. You can also word the question to say of todays system to avoid
organizational implications.
Question 12
information technology issue for the company, what would you say? Why?
This question is used in place of question 11 if you dont want to seem negative.
This question elicits similar responses as question 11 but does not specifically
mention problems or things not working well. The business people are comfortable
with question 11 and the IT people like question 12 better.
Question 13a
Question 13b
(O) How will you know that this IT Diagnostics has been
successful?
Page 55
The intent of this question is to begin tracking which systems serve which areas of
the business. The system names are matched with the application demographics
results and with the results from the technical and functional quality analytics to
determine if these systems are being maintained/enhanced at a level the business
executive needs and that the company has the resources to service. For XX this can
mean opportunities for Applications Management, new project development and/or
conversions.
Question 15a
your area? (Include those recently completed, those underway, and those
planned)
Like question 14, this question looks at the applications important to a specific
business or IT executive. The intent is to understand the pipeline of application
changes and how these new projects will impact the findings on the older systems
(Is a development project going to replace a system we see as being of poor quality,
etc.)
Question 15b
A version of that we ask IT executives Are you aware of any business initiatives
where IT is not a player. Again looking for communications but going further to see if
the business executives are proceeding on their own. This can mean that they will
dump something off to IT when they feel the time is right or perhaps that they will
deal with a third party to help them, not internal IT. As many business executives
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Question 15c
value
to your organization?
This is the reverse side of the question designed to solicit unmet demand from the
business executives. It works as well with IT executives as they look at training and
retooling and organization moves that have not been made that they believe would
help significantly. For XX, the answers here speak of project work viewed by some
executives as valuable but that is not getting done so it represents a way for us to
partner with the internal shop to expand their resources to meet all critical customer
needs.
Question 16
Question 17
This is an essential question but often you will get individuals reluctant to answer,
especially true if this is a joint interview. You need to prod a little and not blindly
accept, there are no barriers as a valid answer.
An alternative way to ask this question is Are there obstacles to full participation
by your group (or any group) in this improvement program. This makes it more
personal and puts the interviewee on record as saying that his/her group will fully
cooperate. If they identify obstacles or conditions then you must address those in
your recommendations - even if they are unreasonable, they must be addressed.
Question 18a
In question 18c, you will ask for a stated improvement percentage but its first very
important to clarify just what this executive means when he/she talks about
improvement. In any improvement program the question of how to take the benefits
of improvement comes up but is not usually specifically addressed (lower costs, do
more work with the same cost, respond more rapidly, etc.). The answers here tell
you the expectations executives hold about how to harvest the benefits of an
improvement program.
An additional piece of information you may want to find out is what this executive
sees as good. Sometimes there is a particular company he/she had in mind
(perhaps a shop where they used to be employed) or sometimes it can even be a
particular computer software application they see as the utopia for their current
situation. You might ask what other companies have you looked at or thought
about as models for what you want to do. And if the conversation is leading you
this way, you might also inquire about what computer packages this executive
has in mind or has heard about and why he/she thinks they would help here
and now.
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Usually executives have some idea of what they want to happen but in order for us
to quantitatively help them; we need to be able to measure the effects of our
recommendations. The best place to start is with the executives themselves to see if
they have measures in mind which they would trust. This way we dont impose a
measure they will have little faith in or may not even understand.
Question 18c
This question is asked because the answers can be easily tabulated and it makes a
convincing story about just how much room for improvement there actually is in this
organization.
Question 19
Poor
Fair
Good
Excellent
This is a question that is again easy to tabulate and report on and can be a powerful
indictment of a company in gridlock. This question is asked of lower level managers
and technicians in the audience analysis sessions to see if executives and workers
are in sync about the chances for success. Usually they are not in sync as
executives tend to be much more optimistic.
Question 20
implemented quickly?
This question is strictly for quick hits, or what executives believe should be quick hits.
Business executives often identify areas of their business that they believe would
improve dramatically if they had a new computer system to do such and such or if
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You should also ask whats currently underway and hows it progressing. This
is so you can add to what is already being done and dont suggest to them a solution
that they have already embarked upon.
Question 21
This question is asked of IT executives (and lower level IT managers in the audience
analysis sessions) and is meant to narrow our search for significant problems. A
pattern usually develops in the answers and this helps us to make sure we dont
overlook a problem that is widely believed to be serious.
Question 22
you had the opportunity to meet the CEO (use actual name here) and could
briefly say one thing to him/her, what would it be?
This is a true confessions question - whats the most urgent issue or even whats
going very well at this moment in time. This question is valuable only if a pattern
develops in the answers. If the comments are positive, we use that to talk about
strengths and how our recommendations fit with those strengths. If negative, how
our recommendations and next steps address the problem/concern that people want
the chairman to know about.
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organization today.
Flexible
Rigid
People-oriented
Task-oriented
Proactive
Reactive
Participative
Directive
Team-oriented
Individualistic
Trusting
Suspicious
Sensitive
Insensitive
Results Driven
Failure driven
Short term
Long term
Close Minded
Question 23b
Open Minded
Entrepreneurial
Bureaucratic
Vacillating
Decisive
Risk taking
Cautious
Sociable
Status Conscious
Finance Driven
Technically Oriented
Flexible
Rigid
People-oriented
Task-oriented
Proactive
Reactive
Participative
Directive
Team-oriented
Individualistic
Trusting
Suspicious
Sensitive
Insensitive
Results Driven
Failure driven
Short term
Long term
Close Minded
Open Minded
Entrepreneurial
Bureaucratic
Vacillating
Decisive
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Cautious
Sociable
Status Conscious
Finance Driven
Technically Oriented
We usually limit this question (23a and 23b) to IT executives or we change it to ask
the business executive about the culture of the IT organization. (Its valid as-is for
the business executive if you are working strictly with them on some kind of
transformation.)
These are two separate sheets of paper we hand the interviewee and allow them to
circle their responses. The form needs enough white space to allow for that and it
should have nothing else on it but this question.
Question 24
At nearly all the shops we visit, there is some major IT initiative going on or about to
begin. Usually an IT Diagnostics is done at the beginning or early on in the life of
one of these major IT infrastructure projects. Customize this question to ask about
the project. See what is known, what is supposed, what the expectations are, etc.
Use this to frame your recommendations. Ask of business leaders as well as IT
leaders.
A specific way to ask is what to you is a successful project. This determines what
they know and what they consider to be success for this major undertaking.
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five in rank order that you think we should focus our improvement efforts on.
Do each list separately, choosing five from each list
Business Management
Organization Structure
____
Communications
____
Information Technology
____
Operating Procedures
____
Delegation of Authority
____
Supervisory/Management Training
____
____
Team Building
____
Performance Goals/Measures
____
Technology Management
____
IT Vision
____
Funding for IT
____
Databases
____
____
Platform Architectures
____
Network Architectures
____
Standards
____
Consolidation of IT Functions
____
Decentralization of IT Functions
____
____
User Involvement
____
IT Planning
____
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Question 26
this project?
If the interview schedule is set, we dont usually employ this question. We use this if
we feel we are not getting a broad enough cross section to arrive at valid
organizational conclusions. You will always get an answer to this question - most of
the time they volunteer this information without you asking for it.
Question 27
This is more of a courtesy but is also an opportunity for some follow on contact.
Always leave your business card and a local number if you have a desk at their site.
Encourage follow up and mention that you might call them if you need some
clarification on answers. Leave the channels of communication open as much as
you can.
If the interview is not one on one, you may not have the candid answers you need,
so the door opening at the end can be of vital importance.
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IT Services
Focus Interview
IT Interview Form
Status:
Version:
Draft
0.1
Release Date:
Page 65
Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Functional Specifications/
Document Approval
This document has been approved for use by the following:
<first name, last name>, IT Services Manager
<first name, last name>, IT Service Delivery Manager
<first name, last name>, National IT Help Desk Manager
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
When this procedure is updated the following copyholders must be advised through
email that an updated copy is available on the intranet site:
<Company Name> Business Unit
IT
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Stakeholders
__________________
Phone #
__________________
Department
__________________
Ref #
__________________
Title
__________________
Interviewer
__________________
Level
__________________
Date
__________________
Introduction
Consultant
Interview Method
Note-taking
Project Overview
Card Sort
Purpose of Interview
Confidentiality
Time Frame
1. Client
Years with company ____
Years in position
____
Comments:
2. a. Please sketch out (draw) your group's organization chart and describe the
key activities performed by each of the groups or people. Include number
of people, locations, growth of function/area.
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4. What key pieces of information do you need to do your work? Where do you
get this information today? Is the information you need consistently accurate
and available on a timely basis?
7. What do you see as the three biggest strengths of the company? Of your
area?
8. If you were in <PRESIDENT>s job, what three actions would you take to
improve the performance of information / information systems at the company?
9. If someone asked you to identify the one single critical issue or dysfunctional
("broken") aspect of the company information systems, what would you say?
Why?
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Process Quality
1.
_____
2.
_____
Product Quality
3.
Delivered
applications
meet
customer
needs
_____
4.
Applications
have
low
error
and
failure
rates
and
response
time
_____
Service Quality
5.
High
system
up-time,
availability,
_____
6.
_____
Business Value
7.
_____
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8.
_____
Cost
9.
IT
meets
schedule
and
budget
commitments
_____
10.
IT costs reduced
_____
11. Identify the specific departments within the company Information Systems that
your group depends on, and the specific things they must do well in order for
your group to meet its goals.
12. What are the five major systems that are critical to you? Rank the importance
of the system in the areas of strategic and operational importance as high,
medium, or low.
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Strategic
System Name
Importance
Operational
Importance
(high,med,low)
(high,med,low)
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
How does IT
Mission:
IT Contribution:
14. What IT-related initiatives are currently underway, and who are the individuals
responsible for each of the initiatives?
Initiative
Person Responsible
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15. Are there any ongoing non-IT initiatives that you are aware of where IT can
add value?
Initiative
16. What
Person Responsible
or enhancement
under way?
Priority
Supervisory/Management
Training
Organization Structure
Better-Trained People
Communications
Information Systems
Team Building
Operating Procedures
Delegation of Authority
Other
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Priority
Information Vision
Consolidation of IT Functions
Funding for IT
Decentralization of IT Functions
Database Architectures
Applications
&
Applications
Support
CASE Tools
Platform Architectures
Network Architectures
vs.
Iterative Prototyping
10%
20%
30%
40%
50%
100%+
How would these improvements show up? How would they be measured?
19.
NONE
POOR
FAIR
GOOD
EXCELLENT
Page 73
Is the climate right to enter into a joint improvement program at this time?
YES
NO
21. If you were riding up the elevator with <PRESIDENT> and could tell him one
thing, what would it be?
22. Say that one year from now you were telling me about the results of "a very
successful project" with XX. What would we have accomplished to make you
so satisfied?
CLOSING
23. Is there anything else you would like to add to what we have talked about?
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Step 1: Decide on the case that you are going to follow through the process
Often different types of products are flowing through the same process
partly and have partly own process parts. For example, a mortgage for a
high amount of money will need more signing, and therefore more
operations and flow time than a mortgage for a low amount of money
Step 2: Make all data needed to reflect the chosen case and, if necessary, fill
in the form(s) with which the process to be studied, starts
Step 3: Walk through the process, starting at the point where the request
enters the clients organization
What will you do now with this case? What data do you need? How long
will it take? Are all cases the same? When finished, where will you send
it? etc,
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Workflow?
Definition
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Tasks - Applications
People - Tasks
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During DELIVERY:
to build the IT run-time support system for the new processes.
What has to be done with this report when I have finished it?
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Implementation of workflow
WORKFLOW can in principle be:
manually implemented,
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Underwriting process
Automation of As-Is
Screen captures from this to a Visual Basic mock-up, found in the electronic
handbook
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pre-defined flows
Groupware
notifications by mail
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Summing up
z Workflow supports the dynamic aspects of business processes without hardwiring them into the IT-system.
z Major benefits for our clients:
z reduced cycle times
z better control and visibility
z information when needed
z simplifies systems evolution (business, process and IT)
z Major benefits for us:
z rapid prototyping of process solutions
z something "concrete" to deliver
z provides starting point for implementation project: GET OUR FOOT IN
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Workflow manager:
PROCESS WEAVER
WEB server:
Document management:
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The change profile describes the AS IS situation, the Early Wins as well as the
intermediate and final TO BEs
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Change Profile
Use the Change Profile Chart to define How To for each box
Page 104
How to use
Step 1: Organize for archive analysis. Find out which data you need to
know and what data is recorded, either on paper or electronically, that
you can use
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products
distribution
price
quality
delivery speed
Step 4: Segmentation
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Aligns terminology
Better communication
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At lower levels, the sub processes may have internal customers (e.g.
other processes)
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Short
Precise
Describes objective
Contains a verb
EXAMPLES:
Product Management
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Continued
Maintenance related
Up-time Management
Managing Availability
Lifetime Management
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You want to gather a lot of information in advance and use the workshop only
to get a consensus
Dont forget that Interviews and Workshops are always needed also for the
mobilization purposes, not only for getting the data!
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Continued
Disaggregation stops when activities are isolated and separated that:
Build value chain using the generic value chain model (next page)
value adding
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Tell a story
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Define activities down to the level of detail necessary to obtain comfort &
understanding. Identify opportunities by drawing a red cloud around it
Participants can become confused when trying to simultaneously understand and
document several different flows - by choosing one similarities and differences can
be more readily identified
To ensure understanding of the flow ask one person to tell the story to the other
participants
Assign responsibility to a small group of people for finalizing the process flow
diagram
OTHER THINGS TO REMEMBER
Identify one flow and discuss it start to finish, using pencil to capture the
information
Ask one person to step through the completed flow to check its accuracy
Assign a subset of the group the responsibility for finalizing the Brown Paper
Strengths (green)
No value judgments
Rule of thumb
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HELPFUL HINTS
Use Post-It Notes for comments; benefits (green) and opportunities (pink) are
different colors
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Room requirements
Big table
Supplies
Markers
Thick and medium width
Permanent, non-bleeding, non-toxic (Sanford, Mr. Sketch)
Masking tape
Scissors
Push pins
Live documents
Blank paper
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Live documentation
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You should always consider organizing Brown Paper Fair(s) as a part of a PDproject
Validate and ensure ownership of all the work that has been done during
the project
In some cases Brown Paper Fairs are big events with hundreds of participants
creating a large-scale mobilization, but even very modest Fairs can be very
effective
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Interactive
Builds facilitated
Portable
Consistent theme
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Objective
Agenda
Content / Process
Materials
Roles
Pre-position
Logistics
Page 150
MEETING OBJECTIVES
Problem solving
Expectations of participants
Planning
Decision making
Selling
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Meeting preparation
Decision making
Actions assignment
Meeting notice of logistics
Assigns role of meeting minutes
Facilitator
Team Members
Recorder
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WHAT TO DO IN MEETINGS
Headline
Be positive
Listen actively
Paraphrase
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Continued
Stay focused
Stay in process
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WHAT IF . . .
A Resource or Group of Resources Begins to Take Over the Meeting?
Be very tactful but interrupt the resource and ask others to comment.
In a win/win manner, ask the resource to write down these ideas so you can
capture them later.
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Or
The leader is unable to come up with an action plan?
End the meeting at this point, establish a time to meet again, and ask the
leader to make a few assignments.
Or
The time contract is not being kept?
Establish times at which you expect the group to reach certain points in the
process.
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What if
Some resources do not appear involved with the team or process?
Quote tactfully a statement the individual made to you outside the meeting.
Ask everyone to spend a couple of minutes writing down ideas. later in the
process ask them what they wrote and include those ideas on the flip chart.
Call on the shy individual by name to give an opinion but ask the question on
a familiar subject.
Ask those who are participating in side discussions to share their ideas with
the entire group.
Remind the team that there should be only one discussion in the meeting at a
time.
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OR
Two persons in the group who hold a grievance against each other begin to launch
into personal attacks?
Remind the team that personal comments are not allowed in this process.
If the disruptive behavior persists, call for a break, and inform the individuals
that they will have to leave the meeting if they cannot stay focused on the
group-level topics or issues.
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Indicate awareness that many persons have a point to make; put the group
on hold and recognize one person at a time.
Take a short break. If appropriate, use this time to identify the leaders
wishes.
A false consensus has been reached by the group, with individuals going
along but not committed?
Walk through the preceding steps and ask individuals to state what they
agreed upon.
Ask the leader, Are you satisfied with the consensus of the group?
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What If
New lines of thought have been initiated without adequate closure on previous
issues or ideas?
Focus the group on the previous issue after acknowledging new issues;
get back to the new point as soon as the original is brought to closure.
Ask the leader if the original issue needs to be brought to closure before
proceeding.
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What is it?
Critical Issues
The group must be chosen so that all owners of the issue are represented,
but is not too large. Eight to ten people is optimum, although it works with
much larger groups.
The group as a whole must benefit because of the solution to the issue.
All members of the group must buy-in to the aim of the session, as defined by
the initial statement of the issue.
Ensure enough time is available. (One to two hours for Affinity, and one hour
for Interrelationship. Longer for larger groups.)
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The facilitator should check that everyone has read all the posted answers.
The facilitator should check that everyone is clear about the meaning of the
posted answers.
The facilitator should enable elaboration on each answer to ensure that the
written form is clear in a standalone manner.
The whole team should now work to put answers together in a group or
cluster where they seem to belong.
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Conclusion
It should result in a clear consensus that these are the main topics to be
understood in order to understand the issue.
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Critical Issues
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Continue until all topics have been related together. The result should be
similar to the following example.
Count and record the number of times the topic drives, and the number of
times it is driven. Record this number as (drives/is driven).
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Conclusion
Look for topics that drive other topics. These normally indicate where to start.
Discuss this conclusion with the group and obtain consensus for action.
Further Action
Identify group members that can take ownership for initial action. This may be
an individual from a single functional group, but more commonly it will be
more than one person from different functional groups.
Ask them to go through the Affinity / Interrelationship Process with their teams
to further break down action and priorities so that a plan may be
communicated back to the original group.
Continue to break down the issue until it becomes small enough to solve, with
the knowledge that the individual solutions will build back to an overall
solution, rather than just putting out fires.
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Metaplan
Useful for
Decision-making process
Page 177
Headline clusters
Summarize picture
Hand out adhesive dots (Two dots per topic as a rule of thumb)
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As good as this methodology is, it cannot be used to solve all problems. If you try to
use it where it is not appropriate, it will lead to a lot of frustration and no progress.
Here are some cases where it is not appropriate to use the PS/TB methodology.
Emphasize that PS/TB is NOT a cure-all!
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Before we talk about the specific steps of the PS/TB process, we need to understand
the roles of the players who are involved in the process.
The client is the person who owns the problem and is therefore accountable for
ensuring that an appropriate solution is found.
The Resources are the people who are there to help the client solve the problem by
lending their knowledge, experience, and creativity.
The Facilitator also helps the client solve the problem, but he or she does so by
concentrating on the process of solving the problem rather than the content (which
the client and resources bring)
Draw:
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Problem
Task
Opportunity
Challenge
Page 187
Drop out triggers that could generate out listening in the previous
illustration
. . . 56A Program
. . . mentor program . . .
Page 188
Triggering
Good builds
Synergy
Headlining is key
Quantity is needed
Criticism is inappropriate
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A Mini-Problem Solve
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IT DIAGNOSTICS OVERVIEW
Categories of analysis
Business-IT alignment
Information systems
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Objective
To determine how well IT goals, objectives and activities are in alignment with
Company business strategies and objectives
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Primary purpose
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Approach
Reviewed IT Strategy
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2.
3.
4.
5.
6.
Partially implemented
In planning or set-up
Page 204
The team that developed the Plan had both IT and business expertise.
The objectives and CSFs from the Business Plan are related to the business
model.
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The Plan addresses the need to respond to changes in business direction and
priorities.
The IT planning process is supported by tools that integrate with lower life
cycle systems development processes.
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Objective
Identify how much the IT organization and its customers are spending
Develop a financial baseline which captures As-Is spending and capital levels
from which the business case can be derived from
Page 209
Method
Team with client financial worksites identified by the project lead and the
senior client
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Headcount by Function
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Financials were gathered in the latter stages of next year's budget cycle
Much of the data was in process of management review during our analysis
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Y.T.D. spending
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$ Million
$ Million
$ Million
Approach
Reviewed actual and planned capital spending by project for yeara to yearb
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Functional/Business enablers
Support the current ongoing joint initiatives
Competitive Positioning
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Approach
For 8 larger projects, attempted to locate business cases and resulting actual
costs and benefits
For the 4 where adequate detail was available, analyzed the business case
vs. actual costs and benefits
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The Review Committee has never rejected any projects and there are no
formal approval criteria
Page 227
Benefits and costs are rarely monitored to track against business cases
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Objective
Analyze and assess the alignment of the key IT initiatives with the business
and IT strategies
Analyze and assess the management of the key IT initiatives from business
case development through implementation
Approach
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Objective
Determine how well IT meets the application delivery needs of the customer
base
Assess how satisfied the customer base is with the level of service being
provided by IT
Process
Evaluated responses
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Opportunities
How to have your customers feel at least a partial sense of ownership over
both applications and support processes
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Costs
Actual (last year)
Budget
Salaries
Social Costs
Company cars
Training
Traveling
Leasing costs
Maintenance
Data communication
Facilities
External services
Supplies
Other costs
Depreciation
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Technology
Areas to cover:
Hardware
System software
Data communication
Application software
Facilities
Volume of operation
Ways to work
Service level
Page 255
System software
Software
Main operating systems
Compilers
Data bases
Data communication
Software development toolkits
Data center automation and control
Other supporting software
Financing
Vendors
Development history
Policies
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Application software
Applications
Roll-out year
Tools
Written material
User guides
Vendors
Development history
Policies
Page 257
Workstations
Terminals
Printers
Other equipment
Amount of printing
Response times
Service times
Expected development
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Practices
problem management
assignments
backups
capacity follow-up
data security
reporting
Automation
Expected development
Printing
Guides
general guidelines
information security
roll-out practices
mailing
problem management
Page 259
Continued
Statistics
capacity loads
service level
Plans
catastrophe
shifts
development plans
Page 260
Service level
Functionality
Sufficient information
Sufficient characteristics
Right characteristics
Reliability
Performance level
Expandability
Ability to steer
Development
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Objective
Determine whether the organization has standards that assure the use of a
repeatable and consistent application delivery process
Identify "best of practice" delivery processes and opportunities for wide scale
use by assessing multiple organizational units
Select specific opportunities for further analysis using detailed project probes,
DILOs, and brown papers
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Network/Finance
Billing
Approach:
Project Management
Delivery Process
Development/Production Interface
Performance Assessment
Page 266
Systems planning (e.g. staff planning process) is not integrated with business
and user needs
The intermediate support groups are often removed from the end users and
may not have a clear understanding of their needs
Other groups define requirements, assign priorities and throw these over the
wall to IT
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Objective
Determine the risk that was undertaken and the way it was managed
monitoring costs
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Brown Papers
Approach:
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Network/Finance
Billing
Key activities
We achieved:
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Our analysis shows that less than 10% of the organization has access to
modern tools
"We have the tools, but we aren't using the whole integrated approach so
we lose most of the benefit."
"We developed 25% of our code using a CASE tool but now we only have
15% of that code running in production The rest has been rewritten
manually to improve performance."
"We bring in tools and expect people to know how to use them immediately
when they can't, they get kicked."
"If our management was running the department of defense, we'd be at war
before we hired the troops, and they would want to know who failed to
forecast the war."
"My boss thought the term 'Tools' referred to plastic flowchart templates."
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How to provide ongoing education and support for the standard delivery
process
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Objective
Identify and communicate the As Is Technical Environment and assess its
ability to enable applications software to meet changing business needs.
Identify the quick-hit initiatives
Identify findings restricting the technical environments ability to efficiently
and effectively enable applications to meet the needs of the business
Deliverables
As Is Technical Environment, such as:
Configurations
Communications maps
Geographic Maps
Applications running in the architectures
Investments
Support costs
Vendors
Architectures
Standards
Quick-Hit inventory of opportunities, associated initiatives, and identified
benefits
Findings and next steps
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Identify and describe the make-up of the "As Is" technical environment
including, as appropriate:
Assess the effectiveness with which the "As Is" technical environment enables
the fulfillment of existing and emerging business needs
Identify quick hit initiatives that will provide near term benefits
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Objective
Assess how effectively the architecture supports the value chain and the
business processes
To find out the structural elements that lead into functional quality
perceptions
Method
Page 293
Possible benefits
Reducing the level of functional and data redundancy within the value-chain
Reducing the cost of parallel application systems and data bases which have
extended conversion schedules and/or enhancements planned
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Potential tasks
Determine how well specific applications meet the current and required
business needs
Evaluate what specific business functions along the value chain are being
effectively supported by multiple applications
Evaluate the level of functional and data redundancy specific to each area
within the value-chain
Identify parallel application systems and data bases which have extended
conversion schedules and/or enhancements planned
Identify business functions which are performed manually and not supported
by any application systems
Identify the level of dependency on external vendors within the value chain
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Approach
122 major applications selected from total application portfolio
47 key applications selected from the 122
Key applications mapped against the value chain
Major information flows were noted
Major databases identified
Applications summarized by:
Functions
Interfaces
Age
Installed locations
Hardware/software platforms
Language
Databases summarized by
Contents
DBMS
Structure
Size
Installed locations
Functional and data redundancy identified
Combination of additional data collection and work done on previous analysis
streams
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Opportunities
Page 308
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Objective
Determine how well specific applications meet the current and required
business needs
Evaluate how well specific business functions along the value chain are being
effectively supported by applications
Page 310
Determine how users rate the quality of IT support in helping them work
faster, better, and smarter
Data Accuracy
Reliability
Ease of Use
Documentation/On-line help
Data Currency
Security
Responsiveness/Timeliness
Output
Special Requests
Functional Requirements
Cost Effectiveness
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Objective
Determine how well a specific application meets current standards for quality
of technical architecture, ease of maintenance, and operational effectiveness
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Approach
strengths
Both users and IT professionals agree that appropriate security measures are
in place
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File/Database Design
Documentation
Technology 67.2
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56.2 *
60.4 *
61.6 *
68.4
72.3
Summary findings
Almost three quarters (71%) of the systems examined did not meet Functional
Quality performance criteria (55 systems examined)
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Objectives
For example
Page 327
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Approach
Respondents came from all levels of the organization, from craft employees to
PG7 directors, creating a cross section of the IT organization
Survey document was sent to more than 180 employees (160 returned)
Planning
Administration (management)
Technical Support
User Support
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Approach
Experience a day with one individual from each of the following functional
groups
Planning
User Support
Technical Support
Application Development
Processes used
People/culture
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IT Services
IT Diagnostics
IT Organization and Processes Management Practices
Form
Status:
Version:
Draft
0.1
Release Date:
Page 339
Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Functional Specifications/
Document Approval
This document has been approved for use by the following:
<first name, last name>, IT Services Manager
<first name, last name>, IT Service Delivery Manager
<first name, last name>, National IT Help Desk Manager
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
When this procedure is updated the following copyholders must be advised through
email that an updated copy is available on the intranet site:
Page 340
Stakeholders
Introduction
Purpose
Describe the purpose of the document. Describe the intent of the document and any
deliverables resulting from the document.
Scope
Include in this section the scope of the document. What will be in scope and out of
scope for this document?
Audience
This document is relevant to all staff in <company name>
Ownership
IT Services has ownership of this document.
Related Documentation
Include in this section any related documents and reference numbers and other
associated documentation
Management Processes Assessment
Page 341
Comments
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
________________________________________________________
Process
Description
Strategic Plan
Staff Development
Plan
Technology Plan
Page 342
References
Shaping the Future, Peter
Keen
Comments
User Controlled?
Estimating Process
Commitment Mgmt
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Page 343
Description
Work Request
Prioritization
References
Estimating
Software Engineering
Economics; Applied
Software Measurement
Commitment
Management
Page 344
Comments/Tools
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
Planning
Progress Reviews
Quality Assurance
Effort Accounting
Status Reporting
Scheduling
Development
Methodology
Contract
Management
References
Project Planning,
Scheduling & Control,
James P. Lewis; Practical
Project Management,
Meilir Page-Jones
Page 345
Development Standards
Process
Process Modeling
Data Modeling
Design
Programming
User Interface
Test Processes
Test Coverage
Regression Testing
Defect Tracking
Defect Causal Analysis
Configuration Mgmt.
Comments/Tools
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Process Modeling
Data Modeling
Design
Page 346
Description
References
Measuring Software
Design Quality, Card &
Glass
User Interface
Test Processes
Test Coverage
see Beizer
Regression Testing
Beizer
Defect Tracking
Grady
Causal Analysis
Grady
Configuration Mgmt
Requirements Analysis
Process
Comments/Tools
Page 347
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
References
JAD
Process Modeling
Data Modeling
Event Modeling
Cost Benefit
Analysis
Risk Analysis
Prototyping
Structured Rapid
Prototyping, Connell &
Shafer
Walkthroughs/Inspe
ctions
Software Inspection
Process, Strauss &
Ebenau
Page 348
Comments/Tools
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
JAD
Process Modeling
References
Joint Application Design,
Judy August
Data Modeling
Event Modeling
Risk Analysis
Page 349
Structured Rapid
Prototyping, Connell &
Shafer
Complexity Analysis
Measuring Software
Design Quality, Card &
Glass; Grady
Walkthroughs/Inspe
ctions
Software Inspection
Process, Strauss &
Ebenau
Defect Tracking
Grady
Causal Analysis
Grady
Construction Processes
Process
Comments/Tools
Code Generation
Structured Programming
Code Re-use
4th Generation Lang.
Defect Tracking
Defect Causal Analysis
Walkthroughs/Inspections
Complexity Analysis
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Page 350
Description
References
Code Generation
Structured
Programming
Code Re-use
4th GL
Defect Tracking
Grady
Causal Analysis
Grady
Walkthroughs/Inspe
ctions
Software Inspection
Process, Strauss & Ebenau
Complexity Analysis
Testing Processes
Process
Comments/Tools
Test Plans
Test Coverage Analysis
Regression Test
Defect Tracking
Defect Causal Analysis
Walkthroughs/Inspections
Page 351
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Test Plans
Test Coverage
Description
References
see Beizer
Regression Testing
Beizer
Defect Tracking
Grady
Causal Analysis
Grady
Software Inspection
Process, Strauss &
Ebenau
Walkthroughs/Inspe
ctions
Implementation Processes
Process
User Acceptance Test
User Training
User Documentation
Help Desk
Page 352
Comments
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
References
User Acceptance
Test
User Training
User Documentation
Help Desk
Development/Production Interface
Process
Comments/Tools
Turnover Process
Production Library Mgmt
Devel. Library Mgmt
Test Library Mgmt
Problem Tracking
Technology Version Ctl
Page 353
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
Turnover Process
Production Library
Mgmt
Development Library
Mgmt
Problem Tracking
Technology Version
Control
Page 354
References
Comments/Tools
Problem Tracking
Defect Causal Analysis
Re-Engineering
Release Control
Complexity Analysis
Regression Testing
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_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
Problem Tracking
Causal Analysis
Re-Engineering
Release Control
Complexity Analysis
References
Grady
Measuring Software
Design Quality, Card &
Glass; Grady
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Beizer
Comments
Functional Quality
Technical Quality
Customer Satisfaction
Develop. Defect Density
Maint. Defect Density
Development Productivity
Maintenance Productivity
Cost of Quality
Support Rate
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_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
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Description
FQ
Survey
TQ
Survey
Customer
Satisfaction
Survey
References
Devel. Defect
Density
Maint. Defect
Density
Development
Productivity - Effort
Develop.
Productivity Schedule
Maint. Productivity
Cost of Quality
Support
Process
Comments
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_________________________________________________________
_________________________________________________________
Process
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Description
References
IT Services
IT Diagnostics
IT Organization and Processes
Project Review Form
Status:
Version:
Draft
0.1
Release Date:
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Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Functional Specifications/
Document Approval
This document has been approved for use by the following:
<first name, last name>, IT Services Manager
<first name, last name>, IT Service Delivery Manager
<first name, last name>, National IT Help Desk Manager
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
When this procedure is updated the following copyholders must be advised through
email that an updated copy is available on the intranet site:
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Stakeholders
Introduction
Purpose
Describe the purpose of the document. Describe the intent of the document and any
deliverables resulting from the document.
Scope
Include in this section the scope of the document. What will be in scope and out of
scope for this document?
Audience
This document is relevant to all staff in <company name>
Ownership
IT Services has ownership of this document.
Related Documentation
Include in this section any related documents and reference numbers and other
associated documentation
Page 361
Interviewee:
Years with the Company:
Years in Management:
Time in Current Position:
Title:
Department:
Interviewer:
Date:
Client
What are the key systems that your organization is responsible for?
Name
Purpose
Technology
b. Network architecture?
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Owner
Age
e. Draw picture?
f.
Does the architecture serve the operation and the development of it?
Page 363
benefits?
and architecture
development?
What are the currently on-going major projects? What is the purpose?
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Some things that we have talked about that seem to be universal truths about
change could be summarized in these words. Have group give some examples
(optional).
Key Messages:
We must distinguish between change at the organization level, the group level and
the individual level.
These levels are rarely clear cut but we must target interventions appropriately.
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Think back to a change situation (as a group) youve just recently experienced (local
election, changes to church procedures, etc.).
Remember how successful the change was. Were your feelings dealt with?
Did you feel you knew enough about it before it happened? Its impossible to over
communicate, when you think youve told people as much as you cantell them all
over again.
Did you feel confident enough about what to expect and what would and would not
be impacted? Help identify zones of stability for people. For example, develop
What will be different charts for people as they understand the strengths of the
current environment and being retrained.
Could you have done something to prevent this change? Reduce defensiveness
and any implied blame for creating the problems that now must be changed. For
example, emphasize that they have been successful but now must reach for the next
level of effectiveness.
Ask the group for any other techniques that would reinforce unfreezing (e.g., explain
changes clearly and in detail).
Key Messages:Your role as a change agent is to help shepherd each individual
through the change process.
Page 374
Communicate a winning theme for change and emphasize the benefits to the
individual
(Ask the group: How to engage an individual in the change process who may not
feel he or she will personally benefit from change?)
Conduct regular coffee talks, personal touch sessions or other forums for people to
discuss change and their reactions to it with organizational leaders
Provide individuals with opportunities to express ideas or concerns, actively listen to
them, act on their ideas in a timely way and give feedback to them on the result
Your role is to ensure that at the end of every NWT meeting or implementation
workshop/coaching session, etc., that each individual is focused on next steps to
promote change
Ask for other techniques e.g., organizing a change management structure to
facilitate decision-making
Key Messages:Provide individuals with support mechanisms keep individuals
focused on the change and their specific role in the change
Page 375
If your goal was to implement high performing work teams then ensure that the
individuals compensation reflects team based performance.
Build self-confidence and self-esteem. Balance sense of loss with sense of gain.
Ensure that performance measurements are in place to highlight success and
underperformance. Also, coach individuals to effectively take corrective actions
Conduct major company-wide events and perhaps provide a momento of the change
process such as a T-shirt. You're dealing with survivors of the change and you
must be resistive to the perception of dancing on the graves of the departed.
Ask for other techniques, e.g. continue with Executive Steering Team to
manage refreezing process.
Key Messages
Ensure that individuals are reinforced for new behavior.
Continue to communicate successes and deal with feedback.
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Anger
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Depression
Increase absenteeism
Acceptance
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Involve participants
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Teams with the right people, right skills, right knowledge, and right
access.
Faster results.
Shared experience.
Leveraged management.
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Complementary to, and in parallel with, the ongoing work of other teams
developing longer term solutions
Simple, easy to fix solutions spinning out of Scope and As-Is Analysis.
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A cadre of fully trained change agents and general management high fliers.
Page 396
Plan and manage program work teams (and work streams) effectively, to
enable and encourage relevant information flows:
Manage the critical path within program activities: this may only
gradually become apparent
Ensure the whole vision is more than the sum of the parts
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Can see the relevance and value to themselves and their work
Is ready to learn
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A Good Mentor
Keeps an eye open for opportunities for his/her protg to learn and accept
new responsibilities
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When an individual
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Set expectations
Get/give feedback
Reinforce
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Ask yourself:
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Can alienate:
Hostile
Angry
Generally non-cooperative
Page 413
Agreeing on an Action Plan but having them take the A for execution
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2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Continued
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
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Continued
34.
35.
36.
37.
It cant be done.
38.
39.
Its impossible.
40.
41.
42.
43.
44.
45.
46.
47.
48.
No one is interested.
49.
50.
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Your task is to help the person who is resisting change to express these
concerns directly
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Authentic:
Assertive:
Use I statements
Page 420
Sounds Like
Intellectualizing
Moralizing
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Sounds Like
Compliance
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Sounds Like
Confusion
Silence
"
"
Attack
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2.
3.
4.
5.
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Use I statements
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Page 428
Best Practices exist broadly across an organization and they are constantly
evolving
The company that can effectively identify, capture, share and apply Best
Practices, will perform better than its competitors
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Skills transfer
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Description of technique
The matrix has opportunities and issues as one axis and different aspects
on the other. The boxes are filled with values (e.g.. high, normal, low).
Step 1: Prepare a matrix with opportunities and issues on one axis and
aspects that are considered to be important on the other axis.
Step 2: In a team meeting fill the boxes with values. As the goal is to gain
agreement in the group about the evaluation, be sure all key players are
present in the meeting.
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Description
Step 1: Describe most important products
Step 2: Define common characteristics of these products
Step 3: Analyze common characteristics and define core competences and
core processes.
Step 4: Identify products on the market that fit core competences
Step 5: If it is possible to make new products based on the core competences,
and the competences are hard to be copy, then give priority to these
competences
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Page 442
Step 3: Give highest priorities to those projects that support the critical
success factors
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Page 444
Approach
Experience a day with...
Managers
Non-managers
Key line personnel (outside sales, inside sales, customer service reps, product
managers)
Activities
Processes
People/culture
Interfaces
Next Steps
Page 445
Flows
Work-with
Page 446
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Page 448
Planning
Coordination
Clear expectations
Follow up
Missing parts
Communications etc
Page 449
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Objective
Approach
Page 452
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Fear
Lack of trust
Better align XXXXs retailer facing functions with customer (retailer) needs
Page 459
Page 460
WHAT IS A KPI?
I.e. if you introduce sales visits also introduce actual results of sales visits.
Page 461
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Useful hints
Design the KPI system on paper and test
What-if analysis
Relevant measures
Valid data
Page 463
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Page 465
Set up a special war room and cover the walls with displays of all
improvement programmes
Bring people in the war room and give them a tour (seeing other peoples
successes is very often contagious)
Progress reports
Meetings
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Page 469
as a competent practitioner
Then write up a sort description of how you could measure or assess performance
in this role.
Page 471
a RACI chart which shows how the job fits into the business area
The next step is to create a plan for how to bridge the gaps
A good way of doing this is to appoint a coach or mentor to help build the action
plan and to follow up each action.
Page 472
Gather quantitative data about the cost associated with each problem
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Conclusion
It can be used in any situation, and is compatible with any tools, techniques
and other methods.
Page 484
WHAT IS RACI ?
Responsibility Charting
Is a technique for identifying functional areas, key activities, and decision points
where ambiguities exist; differences can be brought into the open and resolved
through team effort.
The approach enables management to actively participate in the process of
systematically describing activities, decisions that have to be accomplished, and to
clarify the responsibility that each plays in relation to those activities and decisions.
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Page 486
GUIDELINES
Encourage teamwork
Place accountability (A) and responsibility (R) at the level closest to the action
or knowledge
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PROCESS STEPS
Responsibility charting is completed in a six step process:
1.
Decision and function lists are developed, analyzed and collated into a master
function list.
3.
and to assign codes that describe the type of participation each role will have toward
each function. The output is a responsibility chart.
4.
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The RACI may be validated in conjunction with the other products of the
Project Team
BENEFITS
Page 500
SWOT Analysis
Description of technique
Page 501
Continued
Step 2: Describe the trends that are shaping competition. Trends can have
different nature, e.g.., (not limited to) competition, demographical, technical,
(government) regulation, social.
Step 3: Assess whether the trend will be a opportunity or a threat. Most trends
have both sides and can be turned into an opportunity if the company takes
action and if the trend can be addressed with a strength.
Step 4: Assess the internal strengths and weaknesses of the firm. Relate the
performance of (parts of) the firm to the performance of its competitors and
describe the strengths and weaknesses.
Step 5: Confront the external analysis with the internal analysis. Pay special
attention to opportunities that relate to strengths and threats that address
weaknesses.
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Learning Objectives
Page 505
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Page 509
Main Deliverables
Page 510
Further Reading
Computer Simulation
A practical perspective,
McHaney R.,
Academic Press (1991),
ISBN 0-12-484140-6.
Page 511
At a certain moment, the need for numerical analysis rises, usually for
decision support
Page 512
Often, the Modeling and simulation work will be an integral part of the Process
Development work, but sometimes it will be sold separately. A simulation
study can also lead to a Process Development opportunity.
Page 513
Page 514
Why Tools?
Tools are necessary for certain components of the offering (e.g. simulation,
numerical analysis, prototyping)
Tools enable us to deliver a wider offering, e.g. workflow will take us a step
further towards implementation
Delivery efficiency
Page 515
Process Flowcharting tools are used to describe the flow of work and activities
performed in the process. Sometimes they can also be used to describe the
association between resources and activities. They also allow numerical
modeling of some parameters which results in the capability of performing
some static analysis. Some of them expand to two sides: towards business
modeling and (upper) CASE
Simulation tools allowing for formal process modeling and dynamic numerical
analysis
Communication & mobilization tools are used for supporting the change
process, typically they show in some way the future situation (for instance
video, animated simulation, HyperCard and multimedia systems)
Workflow tools are used operationally to manage the flow of work through a
process, typically electronic documents in an administrative process
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FURTHER INFORMATION
For more information on other products available from The Art of Service, you can
visit our website: http://www.theartofservice.com
If you found this guide helpful, you can find more publications from The Art of
Service at: http://www.amazon.com
Page 519
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C
capability 516
capacity 115, 509-10
Card & Glass 346, 350-1, 355
cards 72
category
Processes 334
Causal Analysis Promote prevention 347, 350-2, 355
champions 392, 396
change 4, 40, 50, 58, 62, 363, 368, 370, 373-6, 379-80, 386, 415-16, 418, 483
change agent 374, 379
CHANGE MANAGEMENT 4, 313, 367
change process 373-6, 516
change process
Approach 452
change profile 3, 101, 104
characteristics, common 441
Characteristics of High Performance Organizations 371
chart 142, 160-1, 470, 500
CIO 52
claims process 79
client 5-6, 21, 48, 50, 57, 64, 67, 82, 96, 113, 184, 210, 362, 501, 510, 512-13
Client Archive Analysis 3, 105
client personnel 117, 396
clients organization 75
Close Minded Open Minded Entrepreneurial Bureaucratic 61
closure 164
clusters 171-2, 178
coach 379-80, 472
coaching 4, 399, 407, 411
code 282, 351, 490
code analysis tools 351, 355
Comments/Tools 347, 349-51, 353, 355
Comments/Tools Planning Process 344
Comments/Tools Process Modeling 346
Common User Access (CUA) 347
company 2, 45-6, 50-1, 55-6, 58-9, 62, 67-8, 71, 362, 429, 501-2
company business strategies 199
company name 44, 66, 340-1, 360-1
company name
52
competences 441
core 4, 441
competition 40, 501-2
competitors 429, 501-2
complex transactions 348-9
Complexity Analysis 349-50, 355
Complexity Analysis Limiting 350-1, 355
configuration 347, 352, 356
connection 47, 416
Connell & Shafer 348, 350
consensus 117, 145, 163, 171, 175, 413
obtaining 165
Construction Processes 350
Constructive Feedback 413
Consulting Business cases 227-8
Consulting Business Process Modeling for Simulation 509
Consulting CHANGE MANAGEMENT 389, 399
Consulting Design Processes 349
Consulting GENERAL TECHNIQUES 429, 437, 441, 445, 461, 473, 485, 501
Consulting Maintenance Processes 355
Consulting Objective 310-11, 313
Consulting Opportunities for Improvement 345, 352-4, 358
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348-9
F
facilitator 154, 166, 171, 184-5
trained 348-9
failure 31, 61
feedback 12, 375-6, 412
flipchart 178
flow 64, 137-8, 508-9, 516
flow charts 346, 348-9
focus 22, 24, 47-9, 63, 308
Focus Interviews 3, 25, 43, 65, 232
Formal descriptions of business processes 510
formal process modeling 516
FTEs (full time equivalents) 209
full time equivalents (FTEs) 209
Function Points 357
functional groups 175, 334, 452
Functional Quality 311, 318, 356
functions 5, 45, 47, 53-4, 63, 69, 127, 138, 204, 210, 459, 490
G
GENERAL TECHNIQUES 4, 469
goals 30, 46-7, 67, 70, 150, 157, 180, 199, 207, 376, 407, 437, 509
Grady 347, 350-2, 355
group 45, 47, 57-8, 61, 67-8, 70, 137, 159-66, 171, 175, 177, 185, 188, 267, 362, 374-5 [7]
Group of Resources 159
group processes
Clarification 177
group's performance 50
guide 206-7, 519
H
he/she 7, 46-7, 58
High Performance Organizations
history 180, 256-7
defect 354-5
371
I
idea-generation
Decision-making process 177
ideas 14, 57, 60, 153-6, 159, 161, 164, 185-6, 189, 191, 375
IEEE 348-9
implementation 134, 231, 277, 353, 392-3, 396, 459, 510
implementation processes 241, 352
implications 57, 342, 446, 459, 508
improvement 5-6, 14, 53, 58-9, 72-3, 223, 266, 313, 341-3, 345-6, 348-50, 352-6, 358, 394,
461, 475
improvement program 40, 58-9, 62
In-process quality assurance techniques 348, 350-2
incumbent 52
individuals 58, 69, 71-3, 79, 161-3, 375-6, 380, 397, 431, 490
initiatives 18, 54, 56, 62, 71-2, 200, 231-2, 288
inspection 347-8, 350-2
intermediate support groups 267
Interrelationship Process 165, 173, 175
interview 5-6, 10-12, 14, 46, 55, 64, 67, 117, 203
Interview Form 3, 65
interview notes 12
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73
J
JAD (Joint Appl. Design) 347, 349
JAD Facilitated sessions 348-9
job 6, 30-1, 47, 57, 68, 415, 471-2
Joint Appl 347, 349
Joint Appl. Design (JAD) 347, 349
Joint Application Design 348-9
Judy August 348-9
K
Key Messages 368, 370, 374-6
KLOC 357
knowledge 175, 180, 184, 407, 483
KPI 4, 461, 463, 509
L
last name 44, 66, 340, 360
leader 29, 62, 154, 159-60, 163-4
liability 2
life cycle systems development processes, lower
list 10, 45, 54, 56, 63, 146, 368, 471
206
M
Maint 356-7
maintenance 49, 254, 257, 313, 357
management 29, 31, 45, 225, 231, 266, 282, 329, 344-5, 362, 396, 461, 485
business processes
Increases business 109
problem 259
Management Processes Assessment 341
matrix 437
Measuring Software Design Quality 346, 350-1, 355
meeting 47, 51, 149-50, 153-4, 159-62, 412, 437, 490
meeting process Time keeper 153
members 161, 163, 166, 173
methodology 181-2, 207, 344
milestones 145, 410
Million
218
mind 46, 58-9, 64, 421
mission 26, 45-6, 71
model 58, 81, 134, 205, 373, 508-9
defined process 79
Modeling 505-6, 508, 512-13
modifications 347, 352, 356
money 51, 75
Monthly run-rate 218
mortgage 75
N
name 7, 11, 44, 46, 52, 60, 66, 114, 146, 161, 340, 360
first 44, 66, 340, 360
Natural Work Teams 181, 392-3
normalization 348-9
numerical analysis 512, 515
O
objectives 5, 14, 46-7, 50-1, 67, 149, 199, 205, 207, 227, 283, 327, 389, 397
operation 45, 75, 258, 313, 324, 363, 508
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219
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