hdi capital area july 21, 2017 meeting slides and presentation
TRANSCRIPT
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@hdicapitalarea #Improvement #Culture
WelcomeHDICapitalAreaLocalChapterMay9,2017
July 21, 2017
Welcome!
HDI Capital Area
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@hdicapitalarea #Improvement #Culture
Hosting & Providing
Educational Content
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@hdicapitalarea #Improvement #Culture
ThankYouHDICapitalArea2017Sponsors!!
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@hdicapitalarea #Improvement #Culture
UpdatesfromHDICorporate
July2017
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@hdicapitalarea #Improvement #Culture
What’s Hot at HDIUpcomingHDILeadershipForums
• VirtualSneakPeekMeeting:August1,12-1:30pmET
• Schenectady,NY:July24-27– HigherEducationForum
• Denver,CO:September25-28– DesktopSupportForum,ExecutiveForum,HealthcareProvidersForum,RetailForum,SupportCenterLeadership
Forum,NEW!– WomeninITLeadershipForum
• FindoutmoreatThinkHDI.com/Forums
JulyWebinar
• TuesdayJuly18th,1:00– 2:00pmET
• Topic– Metrics,Measures,andKPIs
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@hdicapitalarea #Improvement #Culture
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@hdicapitalarea #Improvement #Culture
Nominations Due October 31st
http://www.thinkhdi.com/events/awards.aspx
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@hdicapitalarea #Improvement #Culture
Analyst & Desktop Support Technician of the Year Nominations
DON’T MISS THIS OPPORTUNITY to recognize your key analysts and technicians. The only investment you make is time to send the information below and complete the application. Your return is truly a heartwarming event that has become a year end celebration for our teams.
• EXCITING CHANGES THIS YEAR– A NEW SHORT FORM– YOU DO NOT NEED TO BE A MEMBER
• Go to: http://www.thinkhdi.com/events/awards.aspx– Select Analyst or Desktop to review the criteria and submit your
nomination by October 31st
• Email [email protected] and let us know you submitted your nomination
• Questions: [email protected]
The local chapter Analyst of the Year and Desktop Support Technician of the Year will compete for the regional award and regional winners then compete for the global award. The winner of the Regional Analyst of the Year and Desktop Support Technician Award will receive a free registration to the Annual Conference courtesy of Robert Half Technology.
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@hdicapitalarea #Improvement #Culture
Today’sAgendaAgenda12:00 Noon to 12:30 PM – Lunch and Networking
12:30 PM to 1:50 PM – Program – Establishing a Lasting Culture of Improvement within IT!
1:50 PM to 2:00 PM – Survey, Prize Drawing
2:00 PM – Meeting Ends
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@hdicapitalarea #Improvement #Culture
Today’spresentation:
Establishing a Lasting Culture of Improvement within IT!
Andy Rivers, Beyond20
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@hdicapitalarea #Improvement #Culture
Upcoming Meetings• Improving Service Management Through Process Integration
presented by Troy White• Friday, August 18th 12:00 to 2:00 PM• Location: Robert Half Technology, 1401 I Street NW, Suite 400, Washington DC
20005
• Professional Development Event & Vendor Expo– Friday, October 17th 9:00 AM to 4:00 PM– Location: MITRE **2017 HDI Team Excellence Award Winner**– 7515 Colshire Drive, McLean, VA 22102-7539
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Establishing a Lasting Culture of Improvement within IT
Andy Rivers, CSM, SPC, CISSP, ITIL Expert
[email protected] | Consulting | Assessment(866) 856-3117 toll-free
Copyright 2016 Beyond20, LLC, All Rights Reserved
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Copyright 2016 Beyond20, LLC, All Rights Reserved
• Strategic Planning / Assessments• IT transformation consulting• IT “best practice” training
(Agile/Scrum, ITIL, PMP, PRINCE2, etc.)• Cloud services• PMI Global Registered Education Provider• APMG & Aquiros Accredited Training Organization
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Copyright 2016 Beyond20, LLC, All Rights ReservedCopyright 2017 Beyond20, LLC, All Rights Reserved
AGENDA
I. What is CSI?
II. Tools to get you started
III. The Register
IV. Q&A
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Copyright 2016 Beyond20, LLC, All Rights Reserved
What is CSI?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
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August is CSI Month!!!
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January
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February
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Copyright 2016 Beyond20, LLC, All Rights Reserved
Tools to get you started
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
How do we get there?
How do we keep themomentum going?
Where are we now?
What is the vision?
Where do wewant to be?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
How do we get there?
How do we keep themomentum going?
Where are we now?
Where do wewant to be?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
What is the vision?
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What is the Vision?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
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Strategic Planning
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THE CSI MODEL
Where are we now?
How do we get there?
How do we keep themomentum going?
What is the vision?
Where do wewant to be?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
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Maturity Assessment
2.22
2.42
2.79
2.56
0 1 2 3 4 5
Problem
ChangeManagement
IncidentManagement
RequestFulfillment
ProblemManagement
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Where do we want to be?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
How do we get there?
How do we keep themomentum going?
Where are we now?
What is the vision?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
Where do we want to
be?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
Measureable Targets
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DECIDING WHAT TO MEASURE
WHY DO WE MEASURE?
To Justify
FACTUAL EVIDENCE
To Intervene
CHANGES, CORRECTIVE ACTIONS
To Direct
TARGETS & METRICS
To Validate
STRATEGY VISION
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Howdowegetthere?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
How do we keep themomentum going?
Where are we now?
What is the vision?
Where do wewant to be?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
How do we get there?
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0-6 MONTHS1 YEAR AND
BEYONDTOMORROW
Improvement Plan
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Did we get there?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
Did we get there?
How do we get there?
How do we keep themomentum going?
Where are we now?
What is the vision?
Where do wewant to be?
Measurementsand metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
![Page 38: HDI Capital Area July 21, 2017 Meeting Slides and Presentation](https://reader033.vdocuments.us/reader033/viewer/2022051710/5a6877d97f8b9a177a8b4fb3/html5/thumbnails/38.jpg)
Copyright 2016 Beyond20, LLC, All Rights Reserved
DECIDING WHAT TO MEASURE
WHY DO WE MEASURE?
To Justify
FACTUAL EVIDENCE
To Intervene
CHANGES, CORRECTIVE ACTIONS
To Direct
TARGETS & METRICS
To Validate
STRATEGY VISION
![Page 39: HDI Capital Area July 21, 2017 Meeting Slides and Presentation](https://reader033.vdocuments.us/reader033/viewer/2022051710/5a6877d97f8b9a177a8b4fb3/html5/thumbnails/39.jpg)
Copyright 2016 Beyond20, LLC, All Rights Reserved
How do we keep the momentum going?
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Copyright 2016 Beyond20, LLC, All Rights Reserved
THE CSI MODEL
How do we keep the momentum
going?How do we get there?
Where are we now?
What is the vision?
Where do wewant to be?
Did we get there?Measurements
and metrics
Business vision, mission,goals and objectives
Baselineassessments
Service and processimprovements
Measurabletargets
![Page 41: HDI Capital Area July 21, 2017 Meeting Slides and Presentation](https://reader033.vdocuments.us/reader033/viewer/2022051710/5a6877d97f8b9a177a8b4fb3/html5/thumbnails/41.jpg)
Copyright 2016 Beyond20, LLC, All Rights Reserved
CSI Register
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Copyright 2016 Beyond20, LLC, All Rights Reserved
Tools• CSI Model• Strategic Planning• Maturity
Assessment• Improvement Plan• CSI Register
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Copyright 2016 Beyond20, LLC, All Rights Reserved
The Register
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CREATING A CSI REGISTER
No. DescriptionSize
(Small/Med/Large)
Priority Owner Status
1
2
3
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Urgent vs Important
Important Urgent
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CATEGORIZING IMPROVEMENTS
Q1 Q3
Q2 Q4
IMPA
CT
DIFFICULTY
Low
High
Easy Difficult
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Copyright 2016 Beyond20, LLC, All Rights Reserved
“You can do anything, but not everything”
- David Allen
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Priorities: Value in idea, or...
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...in the results?
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WORK SHORTEST JOB FIRSTPrincipal: get value as quick as possible by working shortest high value job first
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Copyright 2016 Beyond20, LLC, All Rights Reserved
TOP THREE FOR Q3
List your Top 3 projects and/or initiatives for Q3 in Priority Order
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EXAMPLES
1) Website Redesign2) New Product Launch3) ERP Upgrade
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1. Website Redesign
2. New Product Launch
3. ERP Upgrade
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Copyright 2016 Beyond20, LLC, All Rights Reserved
USER-BUSINESS VALUE
Do our users prefer this over that? What is the revenue impact on our business? Is there a potential
penalty or other negative impact if we delay?
Task: Rate each item against the other items using relative sizing scores (eg. 1, 2, 3, 5, 8, 13, 21). Start by
scoring the least “1” and score remaining appropriately.
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User-Business Value
1. Website Redesign 8
2. New Product Launch 21
3. ERP Upgrade 1
(Scores: 1, 2, 3, 5, 8, 13, 21, …)
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Copyright 2016 Beyond20, LLC, All Rights Reserved
TIME-CRITICALITY
How does the user/business value decay over time? Is there a fixed deadline? Will they wait for
us or move to another solution? Are there Milestones in the critical path impacted by this?
Task: Rate each item against the other items using relative sizing scores (eg 1, 2, 3, 5, 8, 13, 21). Start
by scoring the least “1” and score remaining appropriately.
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User-Business Value
Time-Criticality
1. Website Redesign 8 1
2. New Product Launch 21 13
3. ERP Upgrade 1 3
(Scores: 1, 2, 3, 5, 8, 13, 21, …)
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RISK REDUCTION: Opportunity Enablement Value
What else does this do for our business? Does it reduce the risk of this or a future delivery? Is
there value in the information we will receive? Will this feature open up new business opportunities?
Task: Rate each item against the other items using relative sizing scores (eg 1, 2, 3, 5, 8, 13, 21). Start
by scoring the least “1” and score remaining appropriately.
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Copyright 2016 Beyond20, LLC, All Rights Reserved
User-Business Value
Time-Criticality
Risk-Reduction / Opportunity Enablement
1. Website Redesign 8 1 21
2. New Product Launch 21 13 1
3. ERP Upgrade 1 3 21
(Scores: 1, 2, 3, 5, 8, 13, 21, …)
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JOB SIZE
What is effort required to achieve Definition of Done?
Task: For initial evaluation, assign number of days to each item. For extensive items use general estimates
such as 30 days, 60 days, 90 days, etc.
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User-Business Value
Time-Criticality
Risk-Reduction / Opportunity Enablement
Duration
1. Website Redesign 8 1 21 120d
2. New Product Launch
21 13 1 90d
3. ERP Upgrade 1 3 21 45d
(Scores: 1, 2, 3, 5, 8, 13, 21, …)
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MATH TIME
!"#$ = '()*+,(-.)((/01,) + 3-4)5*-6-701-68 + 99:;/01,)#<="->)
HIGH SCORE WINS!
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PRIORITIES ON WSJF
What was the impact to your Top 3 items?
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WSJF
1. Website Redesign .3
2. New Product Launch .4
3. ERP Upgrade .5
(High Score Wins!)
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REVIEW
• Gradual Improvement Over Time• Tools• CSI Model• Strategic Planning• Maturity Assessment• Improvement Plan
• CSI Register• Prioritizing with WSJF
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LEARN MOREbeyond20.com/blog
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