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IBM Innovate 2010 - Case Study Presentation 1007 Final W Notes

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garyrubinstein

The document summarizes a presentation about conducting a gap analysis for a government department client. It notes that the client has many ongoing projects that require integration and focuses on quality using PRINCE2 and internal frameworks. It was looking for a gap analysis of its methodology, processes, documentation, quality, capabilities, people and software. The presentation discusses workshops and interviews conducted as part of the analysis approach. Key findings from applying different thinking styles are discussed around facts, benefits, difficulties, and alternatives. The presentation recommends improvements to processes, people, continuous improvement, and tools. It notes challenges around culture and the need for strong communication and stakeholder buy-in to support changes.

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際際滷 Notes: Our client was a Government Department (but the information contained in this presentation are also relevant to Corporate organisations) They have a large number of projects on the go which require integration They have a focus on Quality Single Project Management methodology PRINCE 2 Internal quality testing framework Believe SDLC is next step in ensuring quality Business drivers Standard repeatable process Consistent quality delivery Clear understanding of roles and responsibilities Business satisfaction and confidence WANTED Gap Analysis Methodology Process & documentation Quality Capabilities People Software Also have SAP projects on the go 2
際際滷 Notes: How did the client feel Excited that we were there doing the review Concerned about the amount of work on the go and how they were going to fit this in Our approach Workshops One-on-One interviews Survey all of IT and Business touch points Reviewed documents, processes and existing frameworks 3
際際滷 Notes: Finds explained using Edward DeBonos 6 Thinking Hats - Focused Thinking Blue Managing thinking, provide focus, summary at end Red Intuition, Feelings Same old story Dont have time Difficult Resistance Project priority White Facts, Information available and needed Dont have standard SDLC Have tried this before Business dont know / understand SDLC Organisation multiple locations, SAP, many internal departments Needs Team to mature, metrics, roadmap, standard techniques & processes Communication plan Commitment from management Yellow Benefits, Value, Positives Quality outcomes which will reduce costs Increase productivity Reuse Staff morale Increase business value both tangible and non-tangible Black Caution, Difficulties, Weaknesses Something in addition to everything else Cultural barriers long termers, egos, ownership, permanent / contractors Commitment Sponsorship Green Alternatives, Creative 4
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際際滷 Notes: Process SDLC incorporating Prince2 Roles & Responsibilities Document templates Measurement Knowledge management People Culture Communication Resource management Skills matrix Development planning Continuous Improvement Management commitment Governance Incremental changes Centre of Excellence for Requirements Tools 7
際際滷 Notes: Culture Passionate bur resistance to change Typically revert back to existing mode of operating Key Communication facts, expectations, rational behind changes Stakeholder buy in 8
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際際滷 Notes: Available until the end of August 2010 12
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IBM Innovate 2010 - Case Study Presentation 1007 Final W Notes

  • 2. 際際滷 Notes: Our client was a Government Department (but the information contained in this presentation are also relevant to Corporate organisations) They have a large number of projects on the go which require integration They have a focus on Quality Single Project Management methodology PRINCE 2 Internal quality testing framework Believe SDLC is next step in ensuring quality Business drivers Standard repeatable process Consistent quality delivery Clear understanding of roles and responsibilities Business satisfaction and confidence WANTED Gap Analysis Methodology Process & documentation Quality Capabilities People Software Also have SAP projects on the go 2
  • 3. 際際滷 Notes: How did the client feel Excited that we were there doing the review Concerned about the amount of work on the go and how they were going to fit this in Our approach Workshops One-on-One interviews Survey all of IT and Business touch points Reviewed documents, processes and existing frameworks 3
  • 4. 際際滷 Notes: Finds explained using Edward DeBonos 6 Thinking Hats - Focused Thinking Blue Managing thinking, provide focus, summary at end Red Intuition, Feelings Same old story Dont have time Difficult Resistance Project priority White Facts, Information available and needed Dont have standard SDLC Have tried this before Business dont know / understand SDLC Organisation multiple locations, SAP, many internal departments Needs Team to mature, metrics, roadmap, standard techniques & processes Communication plan Commitment from management Yellow Benefits, Value, Positives Quality outcomes which will reduce costs Increase productivity Reuse Staff morale Increase business value both tangible and non-tangible Black Caution, Difficulties, Weaknesses Something in addition to everything else Cultural barriers long termers, egos, ownership, permanent / contractors Commitment Sponsorship Green Alternatives, Creative 4
  • 7. 際際滷 Notes: Process SDLC incorporating Prince2 Roles & Responsibilities Document templates Measurement Knowledge management People Culture Communication Resource management Skills matrix Development planning Continuous Improvement Management commitment Governance Incremental changes Centre of Excellence for Requirements Tools 7
  • 8. 際際滷 Notes: Culture Passionate bur resistance to change Typically revert back to existing mode of operating Key Communication facts, expectations, rational behind changes Stakeholder buy in 8
  • 12. 際際滷 Notes: Available until the end of August 2010 12