Transcript Document

How to Establish Improvement
Targets
Annie Combelles
CEO
Q-Labs
Agenda




Meeting Q-Labs
Process Improvement Highlights
Two Real Cases
Conclusions
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The Q-Labs Group
Your Partner to give your Systems
and Software a Competitive
Advantage.
120 Employees in 5 countries
France
Germany
Sweden
United Kingdom
USA
3
Clientele and Offerings
Q-Labs’ clients are companies where software and
systems are critical business drivers
 Broad Sector Experience: Aerospace, Automotive, Defence, Finance,
Information Technology, Health, Systems Integrators, Telecom
 Finance Sector Clients: BNPP, AXA, ABN AMRO, Credit Lyonnais
Project
Support
Quality
Support
Process
Independent
Appraisals
Improvement
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All you must know about the CMMI tool
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What is Process Improvement?
Just fad
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Process Improvement is
A project
An investment
A long journey
A team effort
ROI!
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Resistance?
I have no time for this, come back later
• There is no better time than now to implement process improvement on your
project
• Discuss the project and uncover project pain points
I don’t believe in it, I don’t see the benefit
• Show ROI data for process improvement
• Have other project managers that have benefited from process improvement talk
to the PM
My customer is happy, I don’t need to change
anything
• Discuss the project and uncover project pain points
• Don’t you want to make your customer even happier?
It doesn’t apply to my project, we’re different
• Have the PM describe the project and how it is managed. Then identify
opportunities where process improvement would help
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Key success factors
1. Maintain executive support. Strong
consistent support is crucial.
2. Leverage best practices. Use what is
available and “steal with pride.”
3. Align process improvement with
business objectives. Leverage existing
objectives.
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Targets and Continuous Improvement
(need to change)
Targets
Targets
External
Drivers
Need to
Improve
Benchmarking
Weaknesses
AssessAssessment
ment
Strengths
CMM
CMM
Project
Project
Management
Management
Development
Development
Processes
Processes
Process
Process
Management
Management
Existing
Processes
Projects
Projects
R&D
(know where we are
and how to do it)
Plan
ActionPlan
Action
(improvement actions)
(applicability)
(feedback loop)
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A Few Real Cases
Alcatel
 A project
 A support from Excom to drive Jupiter
 Implement the CMM/CMMI following improvement objectives
 Use standardized reporting based on core metrics and dashboard
to avoid lengthy communication gaps
 Set realistic targets for schedule, quality, cost and content
 Track projects against these targets on a quarterly basis with a
clean upwards aggregation
 Take timely and effective corrective action based on business
objectives, assessment results, and action plans
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Quantitative Product Targets ’02
'01
'02
'02
actual
target
actual
40% incr. of Development vs. Total effort ratio
35%
50%
53%
50% efficiency gain in Test (i.e. ph/def. Total)
50
25
33
30% efficiency gain in FIT (i.e. ph/def. total; detection + correction)
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15
28
6% improvement on Delivery quality
93%
98%
96%
50% improvement of Development Defect Detection effectiveness
50%
75%
68%
10% improvement of Test Defect Detection effectiveness
84%
92%
88%
Accuracy
18% increase of Delivery Accuracy (time)
76%
90%
86%
(Respect
23% increase of Delivery Accuracy (contents)
80%
98%
100%
Commitments)
28% decrease of Cost overrun
14%
10%
13%
Objetive
Productivity
Quality
 Better early defect detection than '01 and close to targets
• Mainly due to early validations activities (document and code reviews) put in place
 Better accuracy delivery than ‘01 and close to targets
 Efficiency during test activities far from targets
• Improvement actions related to efficiency during Test were put in place later than
expected and influence will be during ‘03
 Same level of overrun on costs as ‘01and far from targets
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A tracking system
BD
Time
Business Impact
2003
Targets
Quality
2003
Targets
Target
Target
Funtionality
A Group
BD 1
BD 2
BD 3
BD 4
BD 5
80%
90%
80%
100%
50%
75%
65%
50%
80%
90%
80%
80%
80%
80%
80%
30%
30%
30%
30%
30%
77%
38%
0%
50%
100%
23%
14%
100%
0%
0%
0%
48%
0%
50%
0%
B Group
BD 1
BD 2
BD 3
75%
68%
75%
90%
90%
90%
80%
80%
80%
28%
-12%
28%
100%
100%
100%
0%
0%
0%
0%
0%
0%
C Group
BD 1
BD 2
BD 3
BD 4
94%
94%
60%
94%
57%
57%
57%
57%
88%
88%
88%
88%
10%
10%
10%
10%
100%
100%
100%
100%
0%
0%
0%
0%
0%
0%
0%
0%
D Group
90%
90%
90%
12%
Time: Average percentage that projects are completed on time/predictability for the BD.
Quality: The average percentage of defects/faults found before DR4 for all projects as compared to the number idenfied at
DR4 +12 months.
Functionality: The average percentage of features that are included at DR4 as compared to the baseline at DR1.
Budget: The actual effort/cost to deliver a project at DR4 as compared to the plan.
100%
0%
0%
RED =
YELLOW =
GREEN =
no improvement from target.
some improvement toward target.
within 10% of target.
2003
Targets
Target
Budget
(effort/cost)
2003 Targets
Target
CMM Assessment
L1
L2
L3
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BNPParibas
A Division of 400p developing a proprietary ERP
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58 countries
61 locations
150 BANKING ORG.
600 AGENCIES
10 000 users
1 900 000 clients
3 000 000 accounts
3 000 000 transactions/day
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ATLAS Improvement Objectives
 Pursue effort to be highly professional
• Improve the level of service delivery (to clients, requirements
stakeholders and operations)
• Improve quality of deliveries
• Control cost and schedule better
 Improve project management capability
• Better communication between teams
• Better risks management
• Build assets
 The improvement project is part of a global initiative of the
Bank named Vision 2007
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Improvement Roadmap
oct 2002
dec 2002
jan 2003
mar 2003
april 2003
june 2003
july 2003
sept 2003
Cycle 1
Appraisal
Action Plan
On going
actions
are
embedde
d into the
PI plan
New
processes
piloted:
Requirem
ents
managem
ent
Cycle 2
Existing
processes in
use are
documented
Product
roadmap
concept
launched
CMM Training
Senior Management Support
oct 2003
jan 2004
Cycle 3
Process
es are
complet
ed
Commu
ni-cation
to reqts
stakehol
ders
QA is
impleme
nted
GO NOGO
Cycle 4
Improve
-ment
deploy
ment
L2
Certification
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Improvement Progress Observed
 Change requests are managed and controlled
• Priorities handled
• Information shared between dev stakeholders
• Packaging team involved
 Planning
• Informed decision regarding Change requests
• Estimates are accurate
 Interface with clients
• Decisions are justified based on facts
 Institutionalization
• Dashboard in use at all levels
• All teams involved
 Expectations regarding CMMI L3
• Continuous effort to work more effectively
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Conclusions
 40% of projects are stopped, 50% overcome
budget
 Below 50% of IT investments impact
organizations profit (source: London School of Economics)
 It is time to measure, take corrective actions
and measure again the impact on the bottom
line
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