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Process Implementation
The Hard Part of Process Improvement
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Agenda
Introduction Process Design/redesign Measures Implementation
Challenges How to overcome them Implementation steps
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Introduction
Bob Fantina Business Process Analyst at RIM Past Experience:
AT&T – Piscataway, NJ Lucent Technologies- Liberty Corner, NJ Merrill Lynch – Princeton, NJ Motorola – Plantation, FL NorthwesTel, Whitehorse, YT
Author Practical Software Process Improvement
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The Steps
Draft the ‘as is’ What happens today
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The Steps
Validate the ‘as is’ Identify and meet with pertinent stakeholders
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The Steps
Validate the ‘as is’ Identify and meet with pertinent stakeholders
80/20 Rule
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The Steps
Create the ‘to be’ Meet with the pertinent stakeholders
Workshop format is best.
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The Steps
Validate the ‘to be’
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The Steps
Establish viable measures
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Measurable Concepts
Call response time Mean time to repair Number of defects found per phase Number of defects introduced per phase Etc.
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Measurement Constructs
Base Measure(s)
Derived Measure(s)
Indicators
RawInformation
Combined base measures
Evaluation ofcaptured
data
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Indicator
Analysis
Derived measure Derived measure
Measurement Function
Base Measurement Base MeasurementData
CollectionLevel – Single
Attribute
Two or moremeasures
Measure usable for decision-making
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Indicator
Analysis
Derived measure Derived measure
Measurement Function
Base Measurement Base MeasurementData
CollectionLevel – Single
Attribute
Two or moremeasures
Measure usable for decision-making
(Target) (Actual)
(Formula to combine basemeasurements)
(Variance fromtarget to actual)
(Formula to combinederived measures with
associated decision criteria)
Information in a context for decision-making
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Process Implementation
You have now established: The ‘as is’ The ‘Should be’ Viable measures
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Now Comes the Hard Part
Implementation
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Exercise
Silent Brainstorming List reasons you have experienced that have
caused problems in implementing a new process.
(5 minutes)
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Implement the New or Redesigned Process Why is this so hard?
Resistance to change People are accustomed to doing things a certain
way. Even if they are unhappy with the process, they see the need for other people to change what they are doing.
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Implement the New or Redesigned Process Why is this so hard?
Fear of Learning Something New Sometimes people lack the confidence to learn
new skills. A process change often requires the learning of new tools, methodologies, etc.
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Implement the New or Redesigned Process Why is this so hard?
Fear of Failure If someone is successful in what they do, they
may not want to change it.
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Implement the New or Redesigned Process Skepticism
Seen as current management fad or buzzword.
“We’ve been down this road before.”
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Implement the New or Redesigned Process Why is this so hard?
Turf issues A new or redesigned process may make
information that was previously in the hands of one or two people more readily available. For some people, this may pose a threat to their expertise.
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Implement the New or Redesigned Process These may be masked by the ‘time’ excuse.
“This will slow us down.” “We don’t have time for all this paperwork.”
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Succeeding in Process Implementation
The Step to Success
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Assure Executive Ownership
Who is responsible for the success of the implementation? This may be the project sponsor, but it could
also be someone else with a significant stake in the success of the new or redesigned process.
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Communication
Let impacted stakeholders know well in advance that a change is coming. Provide information, when it is known, about
the change. Maintain communication on an ongoing basis.
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Assess Readiness
Determine who is impacted
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Assess Readiness
Determine who is impacted
X
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Assess Readiness
Readiness: The degree to which a stakeholder group is receptive to the implementation of the new or redesigned process. High Readiness: Stakeholder group views the
change as desirable. Low Readiness: Lack of interest; views the
changes as negatively impacting individual work, the organization, etc.
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Assess Readiness
How ‘ready’ is each group?
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Assess Readiness
How ‘ready’ is each group?
H
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Disruption Assessment
How disruptive will be change be to the impacted stakeholders? High disruption: Lots of turmoil, cost,
confusion and loss expected during implementation.
Low disruption: Very little turmoil, cost or loss of work.
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Assess Disruption
How ‘disruptive’ will the change be to each group?
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Assess Disruption
How ‘disruptive’ will the change be to each group?
H
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Readiness vs. Disruption
Evaluate readiness vs. disruption for all impacted stakeholder groups.
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Readiness vs. Disruption
Evaluate readiness vs. disruption for all impacted stakeholder groups.
H
H
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Overcoming Barriers
Low Readiness/High Disruption Meet with these stakeholders individually.
Determine their objections; often what they state is not the real reason.
For example, no one is going to say that the new process encroaches on his/her turf.
Determine how to overcome their hesitancy. Easier said than done.
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Overcoming Barriers
Resistance to change: Frequent, ongoing communication.
Give people the opportunity to get used to the ides of the change.
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Overcoming Barriers
Fear of Learning Something New: Communication should include that training,
mentoring and coaching will be provided prior to rollout.
Assure impacted stakeholders that they will not be left on their own to learn the new process.
Also assure them that everyone will have training, mentoring and coaching; no one will be singled out because he/she ‘just isn’t getting it.’
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Overcoming Barriers
Fear of Failure: Closely related to ‘fear of learning something
new.’ Assure impacted stakeholders that no one
expects them to become expert overnight. Learning the new process and becoming proficient with it will take everyone some time, and management is invested in providing support for as long as it takes.
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Overcoming Barriers
Latest Buzzword Syndrome: Engage management
At the start of the project to create or redesign the process
Periodically during the project At the start of training At the start of process implementation.
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Overcoming Barriers
Turf Issues: The most difficult to determine, and to
overcome. Encourage this person to become the SME for
the new process. If you have an idea early on that someone has
turf issues, try to involve him/her in the design of the new process.
Engage upper management.
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Overcoming Barriers
None of these is a ‘silver bullet.’ Combinations and variations of each will be
required for successful implementation.
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Training
Know your audience Different impacted stakeholder groups may
require very different training. ‘One size fits all’ may not work.
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Pilot
Select a subset of the impacted stakeholders, if possible. The new or redesigned process may not lend
itself to usage by a subset of the organization. The timeframe for the pilot should be short,
but sufficient to go through the process, end to end.
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Pilot
Training should be provided to the pilot participants before it is delivered to the larger group. Adjustment made as a result of the pilot may
alter the training.
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Pilot
Piloting should include close mentoring.
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‘Tweak’
Some adjustments may be made based on the pilot. Feedback received during the pilot should be
used to make the necessary adjustments before rollout.
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Rollout
After the pilot (if a pilot is held) Scheduled as far in advance as possible.
Let people know it is coming. Provide coaching and mentoring as
necessary. Be aware that both will probably be more
necessary than many of the participants will realize.
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Continuous Improvement
Capture the pre-determined metrics. Assure that the process is providing the
expected benefit. Adjust as necessary.
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Questions or Comments?
Process Implementation