ensuring clients achieve superior value in the digital economy ensuring clients achieve superior...

Ensuring Clients Achieve Superior Value in the Digital Economy

Ensuring Clients Achieve Superior Value in the Digital Economy

12th Software Engineering Process Group Conference

Jim Driscoll

SEPG 2K ( March 22, 2000 ) 2000 Ways to Make Software Better

VP - Global Communications IndustryTel: (781) 487-1707

Email: [email protected]

VP - Global Communications IndustryTel: (781) 487-1707

Email: [email protected] © 2000 Electronic Data Systems Corporation. All rights reserved.

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Emergence of the Digital Economy

EDS Transformation and Who We Are

EDS’ Previous Process Improvement Strategy

The New Strategy Objectives

Implementation

Critical Success Factors

Where We Are With the New Plan

Lessons Learned

Emergence of the Digital Economy

EDS Transformation and Who We Are

EDS’ Previous Process Improvement Strategy

The New Strategy Objectives

Implementation

Critical Success Factors

Where We Are With the New Plan

Lessons Learned

AgendaAgenda


Emergence of the Digital EconomyEmergence of the Digital Economy

Knowledge Digitization Virtualization Molecularization Integration/Internetworking Disintermediation

Convergence Innovation Prosumption Immediacy Globalization Discordance

Trends of the New EconomyTrends of the New Economy

“The Digital Economy” - Don Tapscott


Mandates for the I/T ProfessionalsMandates for the I/T Professionals

Emergence of the Digital EconomyEmergence of the Digital Economy

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Include business metrics in performance measures

Build flexible software processes that will enable collaboration

Nurture an environment for real-time communication

Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive

Include business metrics in performance measures

Build flexible software processes that will enable collaboration

Nurture an environment for real-time communication

Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive

Click to advance to next slide

More than 130,000 highly trained professionals

More than 130,000 highly trained professionals

Who We Are (People)Who We Are (People)

A learning organization with a commitment to training and developing leaders

A learning organization with a commitment to training and developing leaders

Diverse, high-performance teams

Diverse, high-performance teams


Revenue by Geography - $16.89 billion in 1998

Europe, Middle East,

& Africa

28%

Asia Pacific, Canada, & Latin America

11%

U.S. 61%

Who We Are (Financial)Who We Are (Financial)


New business model New organizational structure New service offerings

New business model New organizational structure New service offerings

"EDS … the recognized global leader in ensuring clients achieve superior value in the

Digital Economy ..."

"EDS … the recognized global leader in ensuring clients achieve superior value in the

Digital Economy ..."

Aggressively cutting cost structure New “brand” image New vision

Aggressively cutting cost structure New “brand” image New vision

To enable speed, flexibility, and innovationTo enable speed, flexibility, and innovation

EDS - A Brand New OrganizationEDS - A Brand New Organization


Developed & institutionalized corporate project management and systems life cycle methodologies

Leveraged corporate methods and built organizational software process systems (OSP)

Developed & institutionalized corporate project management and systems life cycle methodologies

Leveraged corporate methods and built organizational software process systems (OSP)To transition

organizations to CMM level 2 by

leveraging existing process

systems

To transition organizations to CMM level 2 by

leveraging existing process

systems

Several “Model” process systems emerged primarily along unit or industry lines

Several “Model” process systems emerged primarily along unit or industry lines

Leveraged the “Model” systems and duplicated success across EDS

Leveraged the “Model” systems and duplicated success across EDS

The Previous Process Improvement StrategyThe Previous Process Improvement Strategy


Can our previous process improvement strategy support our business in the new economy ?

Can our previous process improvement strategy support our business in the new economy ?


High level of duplication and redundancy

High maintenance and deployment cost

Long cycle time for process development, improvement, and deployment

Not fully filtering and leveraging best practices

Rigid process framework made tailoring a cumbersome task

Virtually impossible to integrate processes with external organizations

Implementations were successful but too time-consuming

Issues of the Previous StrategyIssues of the Previous Strategy


To reduce the cycle time for development and deployment of processes

To reduce the cycle time for enhancement and improvement of processes

To reduce redundancy of processes and maintenance efforts

To improve process variation and tailoring flexibility

To enable process integration and collaboration with external organizations

To reduce the cycle time for development and deployment of processes

To reduce the cycle time for enhancement and improvement of processes

To reduce redundancy of processes and maintenance efforts

To improve process variation and tailoring flexibility

To enable process integration and collaboration with external organizations

To enable speed, flexibility, and innovationTo enable speed, flexibility, and innovation

Objectives of the New StrategyObjectives of the New Strategy


The Global StrategyThe Global StrategyThe Global StrategyA New Process Improvement Strategy for the New Economy

To satisfy clients’ new needs in the Digital Economy by improving process performance,

diversity, tailoring, and efficiency.

To satisfy clients’ new needs in the Digital Economy by improving process performance,

diversity, tailoring, and efficiency.


Consolidate and optimize process systems scattered within EDS into a single Global Process Repository

Web based repository for easy access globally Reduced or eliminated redundancy of

processes Reduced or eliminated duplication of effort in

defining and maintaining processes Reduced cycle time for defining, deploying,

and improving processes

The Global Strategy - ImplementationThe Global Strategy - Implementation


Implement a new Process Framework for documenting software processes which added a new dimension for process tailoring

New process framework provides standardization of content, information design, and format, to improve consistency

Versatile process framework to maximize flexibility of process tailoring

Software processes are highly adaptable to business process and technology changes



Reengineer software process architecture to improve process variation, diversity, and tailoring efficiency

Project management and software engineering processes are generic down to the task level to simplify and reduce tailoring

Improve process variation by providing choice of tools, templates, and procedures at the task level

Differentiate platform and technological differences through choices of tools and procedures at the task level



Use innovative web based technology to support maintenance and control and dynamic tailoring of software processes

Web based application for global access On-line definition, review, and approval of

processes On-line function for process definition and tailoring

for projects Process performance tracking Support deployment and provide training on

processes



Appoint Process Experts (local SEPG Agents)

Support deployment Provide CMM training Mentor and train software engineers on

processes Facilitate filtering of best practices Facilitate process and procedure review and

approval Provide feedback to the Global SEPG Identification of new standards and processes



Regional Estimating Centers

Best Practices Repository

Project History Database

The Global Strategy - Implementation The Global Strategy - Implementation

Corporate SEPGCorporate SEPG

Project History Database

Best Practices Repository

Regional Estimating Centers

Oversee process improvement at the global level

(PHDB) A global repository of project and process metrics

A global best practices repository

Regional centers with access to global data

Lead Assessors NetworkLead Assessors Network A global network of authorized lead assessors


Tracking and oversight

Maintaining confidentiality

Providing communication

Too much / not enough process variation

Maintaining momentum

Keeping focus

Impact on clients

Ownership and accountability

Challenges / Critical Success FactorsChallenges / Critical Success Factors


Global Process Repository being deployed

Global Project History Data Base (PHDB) converted to web based system

Regional Estimating Centers are in production

Lead Assessors Network is functioning

Global SEPG is in operation

Process Experts are being identified

Web based system to support maintenance and control of processes will continue to be refined and improved

Where We Are With The PlanWhere We Are With The Plan


Summary/ Lessons LearnedSummary/ Lessons Learned

Adopt a Process

Framework for documenting

processes

Adopt a Process

Framework for documenting

processes

Build processes for control,

maintenance, and

deployment

Build processes for control,

maintenance, and

deployment

Design a Process

Architecture

with generic activities & tasks

Design a Process

Architecture

with generic activities & tasks

Avoid Process

Duplication

Avoid Process

Duplication

Collect Metrics on Processes

and Projects

Collect Metrics on Processes

and Projects


“The entire globe is now tied together in a single electronic market moving at the speed of light . . . . . . . There is no place to hide.”

Walter Wriston, former Citicorp Chairman

“The entire globe is now tied together in a single electronic market moving at the speed of light . . . . . . . There is no place to hide.”

Walter Wriston, former Citicorp Chairman

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solved .

The end

ensuring clients achieve superior value in the digital economy ensuring clients achieve superior...

Documents

process development

process variation

model systems

previous strategy

digital economymandates

redundancy of processes

deployment of processes

improvement of processesto