The Ultimate IT Professional's Guide To Managing and Consulting - Getting The Job Done-1921573147

The IT Professionals Guide to
Managing and Consulting
The IT Professionals Guide to Managing and Consulting

Copyright 2008
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TABLE OF CONTENTS
FOCUS INTERVIEWS OVERVIEW ........................................................................5

FOCUS INTERVEW THE FIVE WHYS .................................................................21
FOCUS INTERVIEW IT FOCUS INTERVIEWS ....................................................25
FOCUS INTERVIEW MANAGEMENT INTERVIEW FORM ..................................43
FOCUS INTERVIEW IT INTERVIEW FORM.........................................................65
PROCESS ENGINEERING PROCESS WALKTHROUGH ...................................75
PROCESS ENGINEERING WORKFLOW.............................................................77
PROCESS ENGINGEERING CHANGE PROFILE..............................................101
PROCESS ENGINEERING CLIENT ARCHIVE ANALYSIS ................................105
PROCESS ENGINEERING CUSTOMER REQUIREMENT ANALYSIS..............107
PROCESS ENGINEERING OVERALL PROCESS CHARTING .........................109
PROCESS ENGINEERING PROCESS ANALYSIS FORMS ..............................117
PROCESS ENGINEERING VALUE CHAIN & TIME ANALYSIS.........................127
PROCESS ENGINEERING BROWN PAPER CHARTING..................................131
PROCESS ENGINEERING BROWN PAPER FAIR ............................................145
WORKGROUP SKILLS EFFECTIVE MEETINGS...............................................149
WORKGROUP SKILLS FACILITATION..............................................................159
WORKGROUP SKILLS AFFINITY PROCESS....................................................165
WORKGROUP SKILLS METAPLANNING ..........................................................177
WORKGROUP SKILLS PROBLEM SOLVING TEAM BUILDING .......................179
IT DIAGNOSTICS OVERVIEW ...........................................................................195
IT DIAGNOSTICS BUSINESS ALIGNMENT.......................................................199
IT DIAGNOSTICS BUSINESS ALIGNEMENT FINANCIAL ANALYSIS ..............209
IT DIAGNOSTICS PROJECT BUSINESS CASE ................................................225
IT DIAGNOISTICS INITIATIVES ASSESSMENT................................................231
IT DIAGNOSTICS USER SATISFACTION..........................................................241
IT DIAGNOSTICS IT SERVICE UNIT ANALYSIS ...............................................253
IT DIAGNOSTICS MANGEMENT PRACTICES ..................................................263
IT DIAGNOSTICS PROJECT REVIEW ...............................................................271
IT DIAGNOSTICS TOOLS, METHODS & TECHNIQUES ...................................279
IT DIAGNOSTICS TECHNICAL ENVIROMENT..................................................285
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IT DIAGNOSTICS SYSTEM ARCHITECTURE ...................................................293
IT DIAGNOSTICS SYSTEM FUNCTIONAL AND TECHNICAL QUALITY ..........309
IT DIAGNOSTICS ACTIVITY ANALYSIS ...........................................................327
IT DIAGNOSTICS IT ORGANIZATION & PROCESS MANAGEMENT PRACTICES
FORM.....................................................................................................................339
IT DIAGNOSTICS PROJECT REVIEW FORM ...................................................359
CHANGE MANAGEMENT UNDERSTANDING CHANGE ..................................367
CHANGE MANAGEMENT TASKED BASED TEAMS.........................................389
CHANGE MANAGEMENT COACHING AND FEEDBACK..................................399
CHANGE MANGEMENT OVERCOMING RESISTANCE TO CHANGE .............415
GENERAL TECHNIQUES BEST PRACTICES ...................................................429
GENERAL TECHNIQUES BUSINESS IMPACT MATRICES, CAUSE & EFFECT
...............................................................................................................................437
GENERAL TECHNIQUES CORE COMPETENCES & CRITICAL SUCCESS
FACTORS ..............................................................................................................441
GENERAL TECHNIQUES DAY IN THE LIFE OF (DILO)....................................445
GENERAL TECHNIQUES KPI ............................................................................461
GENERAL TECHNIQUES ORGANISATION DEVELOPMENT...........................469
GENERAL TECHNIQUES PARETO CHARTING & THE PDSA CYCLE ............473
GENERAL TECHNIQUES RACI .........................................................................485
GENERAL TECHNIQUES SWOT & ROLE SPIDERS ........................................501
SOFTWARE TOOLS BUSINESS MODELING & STIMULATION........................505
SOFTWARE TOOLS TOOLS INTRODUCTION..................................................515
FURTHER INFORMATION ....................................................................................519
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FOCUS INTERVIEWS OVERVIEW
Interviews
Confidential, one-to-one interviews with managers at all levels and across
functions
Gain views on current situation, organizational strengths and initial
opportunities for improvement
Tailored to the individual clients situation
Objectives of the Interview
To gain thorough understanding of the individuals role and responsibilities
To get individual perceptions of areas of opportunity and potential barriers to
improvement
To build commitment to and ownership of the change program
To make a friend - gain support for additional assistance and involvement
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The interview process is based on hypothesizing key issues

Study or further develop the hypotheses
Change drivers => issues => ideal solution
Develop questions to verify the hypotheses
Test the interview
Refine the questionnaire
Carry out the interviews
Correlate results
Validate and complement the early hypotheses and develop new ones
Present results to client
The interview helps to define opportunity
Provides team with initial direction for further studies
Helps to establish a theme - what kind of project is needed
War stories and testimonials provide proof that need for improvements exists
Provides opportunity to gain perceptual or job related data
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Expectations of the analyst / interviewer
Level of detail must be sufficient
Complete answers to all open ended questions
Specifics for war story data (e.g., data, names, etc.)
Bullets written in narrative form
Logical and consistent perceptions
Get to the real issues
Format must be easy to review for findings
Content must be meaningful and specific to interviewees department

and experience
What is he/she really saying ?
Capture direct quotes whenever possible
Probe to examine real issues
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Continued
Essential to understand
Departmental functions
Departmental performance
Opportunities for improvement
Relation to broader project
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Theres an endless list of reasons why an interview can fail

z Interviewee demands information from you that you cannot give
z Interviewee does not turn up
z Interviewee runs out of time
z Interviewee has brought 5 colleagues along
z Client restricts interviewee list
z Interviewee has just been interviewed
z Interviewee is temporarily unstable
z Interviewee ducks questions
z Interviewee changes agenda
z Interviewee does not want to do interview
z Interviewee thinks you are assessing him (hire/fire decision)
z Interviewee worried about confidentiality
z Interviewee does not believe your reasons for interview
z Interviewee wants to be your best friend
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The checklist should become second nature in all clients contacts
Preparation of the interview
Did you agree a location ?
Did you agree a start time ?
Did you check the hygiene factors ?( Interviewee had a cup of coffee etc)
Did you check the name and position of the person being interviewed ?
Execution of the interview - Introduction
Did you introduce yourselves ?
Did you explain the purpose of the interview ?
Did you confirm/clarify the time contract ?
Did you confirm interviewees position/capacity ?
Did you outline the framework of the interview and explain roles ?
Did you explain to what end the interview would be used ?
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Continued
Execution of the interview - Close
Did you finish with an open question (is there anything else you would like
to tell me ?)
Did you agree/clarify any next steps and timings ?
Did you thank the interviewee ?
Follow up
Are your interview notes in a readable format?
Do you have any quotes ?
Are the key points summarized ?
Do you know who and when to feedback your interview notes ?
Have you quality checked the interview - do you think its honest and accurate
?
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Objectives of the interview
Introduce yourself and why youre here
Business assessment purpose: to lead an assessment effort by reviewing

processes, consolidating ideas and suggestions, analyzing and evaluating
the findings and to help develop a master plan and operating strategy
This interview: to capture your perceptions, ideas and suggestions
Confirm and expand our understanding of xxxx
Understand your department, its role and major activities
Capture your view of xxx strengths and opportunities for improvement
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In this your view of the business ?

(Company org chart here)
Where are the strengths ?
Where are the opportunities ?
What role does your department play ?
(Probe: consistent across all product lines ?)
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Information
Do you get the information you feel you need to plan/do/review these activities
?
Where do you get this information ?
Is it in the form you would like ?
Is it available in a timely fashion ?
What additional information do you need ?
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What does PERFORMANCE mean to you ?
If we were to work together to remove these barriers to performance, what

percent increase in performance do you think would result
20% 30% 40% 50% or more
What would be the chances of success of a joint effort ?
none
If NONE/FAIR/POOR...Why ?
poor fair good excellent
Is the climate right for a joint project?
10%
If NO...Why ?
What initiatives are currently under way to address performance ?
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FOCUS INTERVEW THE FIVE WHYS
What is it?
The Five Whys is an interview technique that is used to drill down to the problem,
rather than accept action around a symptom.
Background
Have you heard the story about the CES who called on a client who wanted to
hire a project manager, and walked out with a systems transformation?
The Five Whys is a technique to get there in one session, rather than several
months.
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Example of Use 2
Ensure that no sludge enters the system again and the problem is fixed.
Fixing the fuse would not fix the problem.
(Example after Kaizen by Masaaki Imai)
When to use it
When you want to solve a problem, and not a symptom.
Before initiating an action without a clearly understood outcome (see PDSA).
To focus limited resources on the most effective action.
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Critical Issues
Ensure that you remain objective. You are looking for data on the process,
not someone to blame.
Avoid an event oriented explanation. You are looking for the cause of the
event. Because I did not tell him to, is an event. Continue to ask Why did
you not tell him to.
Do not try to solve the problem using this tool.
Conclusion
The Five Whys focus on the identification of a problem, not its solution.
Ensure that the problem is identified in Process terms.
Select the most appropriate tool to solve the problem.
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FOCUS INTERVIEW IT FOCUS INTERVIEWS
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. . . however, they were quick to state the need for dramatic changes in IT
We need to shape the IT mission based on business needs, not on
technology
We can't get systems delivered on time that do what we want or need.
They are a major contribution to cost - there are too many people for the
value that's being added
Corporate data is a major issue
The quality, timeliness, consistency of IT information needs to be improved
Systems that support our business are old, not user-friendly, and many of the
things we do are still done manually - without mechanization.
IT needs to treat end users like customers - they need to remember they are
a service organization
We've got to get out of the box
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What they said about . . . executive leadership/vision

The problem is not lack of vision, it's executive leadership.
There is an inability to translate vision into an
action plan to actually achieve the vision.
We are told that we are empowered, but then we
are micromanaged.
We have really great people, but I don't think our
management thinks that.
There is an emphasis on the hot cause of the moment - and that changes by
the minute.
We have a hell of a lot of smart people, but our management beats them up
for not accomplishing the impossible. We need a leader with practical
experience who will reward successes as well as honest failures.
Stuff comes out one month and gets canned the next.
I wish I knew what motivated senior management - we're so short-term
focused.
We have way too much management, but no leadership.
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What they said about . . . performance goals/measurement
We're supposed to have a QAT looking at this,

but they're focusing on the wrong things.
We don't have a clear and consistent list of goals
to work from . . . we waste a tremendous amount
of resources arguing about these goals.
Most things are measured on the noise level
from the users . . . we're certainly not measured
on schedules or budgets.
We need to set the bar - people need to understand
what's required - what is a good job.
Today, they (IT) seem to be measured on some sort of internal systemoriented format that has no correlation to what the end user perceives.
It is not clear to me what IS's goals are or how they measure it.
We don't have a clue whether we're doing a good job of developing systems.
If we don't have a goal, we can't have a plan.
IT doesn't appear to have goals that relate to the business success, but then
neither does anyone else.
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Continued
What they said about . . . team building
We've got a tough job of building a team in IT.

It may not be possible with the management we
have today.
You can't have team building without trust . . . and
there is no trust.
Incentives encourage individual achievement vs.
teamwork.
People are too concerned with protecting their
jobs to work together as a team.
Teamwork extends to building customer/supplier relationships.
Teamwork starts at the top . . . and it doesn't exist there either.
We still look for who's responsible for failure . . . encourage teamwork.
We need to develop teamwork and trust, then empower people. It's okay to
fail on occasion.
We've built huge walls between the AVP organizations in IT.
It's hard to partner with your customer when you're so busy fighting amongst
yourselves.
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What they said about . . . funding for IT

IT budget is not linked with company operations.
Funding is based on the previous year not tied to new work.
There is a large disconnect between resource requirements and the IT
budget.
. . . we need to get meaningful corporate priorities in place to drive IT
funding . . . and stick with the priorities.
I feel like we're on an allowance . . . it's crazy.
If IT is so important to this corporation, let's put some dollars behind it.
The 'no free lunch' saying applies.
We have no idea how much resource is enough or what's the right stuff to
be working on.
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What they said about . . . IT vision

We need a clear, more concise understanding of not just where we're going,
but how we'll get there . . . the 'how' is what has been really missed.
We don't have a clear vision, top to bottom, as to what our role is .
We do need to know where we think we're going.
Real lack of clarity . . . what is IT going to be?
I think there's a vision for IT, I just don't know what it is.
I haven't been given a good enough road map so I can tell my people where
we're going.
We need to drive IT strictly by business needs driving down costs and
increasing functionality.
Have a consistent direction that everyone buys into. . . not only by IT, but
users as well, . . that is practiced daily.
We don't know how to get there from here and we're not sure where 'there'
is.'
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Similar views...different ways to get there

IT Said...
Make sure we're working on the right stuff.
Work efforts producing an end product that is effective for the business.
Developing systems quicker and better.
Reduced staff with full utilization of people.
Creativity, quality, enthusiasm, go extra mile.
Applications fit the user's needs the first time.
Improved use of funds.
A work environment that's relaxed and productive.
IT Customer Said . . .
Ability to profitably serve our customers at a high level of service.
Improved customer satisfaction.
Faster delivery of products and services to end customers.
Improved resource utilization . . . or value added activity
Quality.
Fewer gaps between requirements and deliverables.
Direct impact to earnings.
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Underlying both optimism and pessimism is the need for change

Why Chances are Good
Only because last month would have been better.
ORG is a high cost company and losing ground.
Internal recognition of vulnerability to competition.
If we don't we're going to self-destruct.
The level of pain.
Tremendous dissatisfaction with IT.
While the wounds are still fresh.
We have to be more innovative faster.
Assume support from top level officers.
I think our customers would help us if we made an honest effort.
Why Chances are Poor
So many improvement programs have been implemented with no result. . .
people have a 'here we go again' attitude.
Budget constraints.
Organization is in turmoil, making it difficult to structure and implement.
People are becoming cynical . . . reorganization hasn't occurred yet.
Top management commitment is not there attitude starts at OM level and
goes up.
There's too much anger and frustration in IT right now.
If we don't we're going to self-destruct.
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FOCUS INTERVIEW MANAGEMENT INTERVIEW FORM
IT Services
Executive Management Interviews
Management Interview Form
Status:
Version:
Draft
0.1
Release Date:
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Document Control
Author
Prepared by <name and / or department>
Document Source
This document is located on the LAN under the path:
I:/IT Services/Service Delivery/Functional Specifications/
Document Approval
This document has been approved for use by the following:
<first name, last name>, IT Services Manager
<first name, last name>, IT Service Delivery Manager
<first name, last name>, National IT Help Desk Manager
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
When this procedure is updated the following copyholders must be advised through
email that an updated copy is available on the intranet site:
<Company Name> Business Unit
IT
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Stakeholders
Management Interview Form

CONFIDENTIAL
Interviewee:
Title:
Years with the
Department:
Company:
Years in Management:
Interviewer:
Time in Current
Date:
Position:
Executive opening comments:
Often the executive to be interviewed has some comment or question right up front.
These are to be encouraged as they set the stage for you as a good listener and you
can often find some key issue that they are vitally interested in. Or they just may
have some questions about the IT Diagnostics and how the information they provide
will be utilized.
Question 1
(R) Describe your Organization / Department / Mission /
Function
You may also ask them to sketch their organization chart or to list the activities
they are responsible for or the major groups of people. You need to understand
this executives place in the organization in order to better understand the context of
their answers. You can also gather descriptive statistics on the size of their
operation (number of people, growth, locations, etc.) to help you frame their problem
set.
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Question 2a.
(O) Whats the mission of the company (use actual name
here)?
This is more background information but is interesting to compare the answers given
by business executives and IT executives. Strategies you suggest should be either
directly supportive of or complementary to the business mission. There should be
good congruence of answers here and if not, leadership problems or at least
communications problems at the highest levels exist.
Question 2b
(O) How does IT contribute to that mission?
This question seeks a clear definition of the business value of IT. It used to establish
in the minds of executives, especially business executives, the part IT plays in the
value chain and positions IT as being an essential piece of the product/service
delivered to the end customer.
Question 3a
(R) What are your Business Strategic Imperatives (what are
your plans and why)?
You may also phrase this to ask for goals and objectives. The former language is
more appropriate to the business executive and the latter to IT. You are trying to
understand the drivers for the actions of this executive. This is a particularly
important question to see if IT is in sync with the business and where its headed.
And it helps XX understand about the future plans this organization has.
You are gathering information about this executives area of responsibility. He/she
may wish to talk about their goals within the bigger picture of the entire division or
company. Gather all the information you can about the larger entities but
concentrate this interview on this area of responsibility. Get all the hard copies you
can on goals and objectives as this helps frame your overall prescriptive strategies.
A question we also ask business executives is what are your customers major
business objectives; major performance improvement objectives. We are
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looking for an extension of the internal value chain to the customer of the business
executive. We want to find out if they know what is driving the customer and if they
are trying to meet those needs/expectations and ultimately if that will translate to
IT requirements. Its a way of tracing demand and value offered by the IT function as
it supports the business executives desire to service their customer. We nearly
always use this particular question with business executives.
Question 3b
(R) Whats critical to achieving these goals?
For the business executives, we are looking for the IT connection. Is IT on the
critical path for this executive to achieve his/her objectives? And specifically, is there
some aspect of IT that is vital? (Often technology in some form is part of this
answer.) For the IT executive, we are looking for a discussion of the
problems/constraints he/she feels is critical to meeting their goals. This can tell us
where to focus some of our other diagnostics.
You can also phrase this question around the information necessary to achieve their
objectives- or add this as a separate question or group of questions. You can ask
what critical information do you need to do your job and follow up with questions
on the data itself, what is the source of this information and is it always accurate
and timely.
Again, youre looking for the IT connection to business and the internal IT reliance on
data from other areas of IT. This often points to problems in production services and
with data access, currency and reliability.
Question 3c
(O) What are the most important things you personally do?
In trying to understand this executives role, you may wish to see how he/she
personally contributes to the value delivered to the customer. What an executive
spends their time on is the true indication of what they view as important. Careful
listening here can uncover possible re-engineering opportunities.
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Question 4a
(O) Do you have a formal (written) strategy?
This question is trying to see whether the client has committed to paper their
business/IT strategies. Most organizations are ad hoc in their planning (although
many have year by year MBOs). This presents opportunities for an ISP as well as
other means of formalizing the planning process.
Question 4b
(O) Does it include IT?
This question is asked of business executives to see if they are devoting the
attention they need to IT or if they even see IT as a player in their plans for the
future. (We often make the point that business execs have no right to complain if
they dont get involved in providing direction and resources for the IT area of their
business.)
A variation of this question is to ask what is the role of IT in executing your

business strategy. The focus is still how the business executives view IT - as a
partner, as a service organization, as an afterthought.
Question 4c
(O) What percentage of your time is spent on IT issues?
Doing What?
This is even a more direct attempt to have business executives quantify the
importance of IT to their strategies. If the number is high, it could be either because
IT is considered a partner or because of IT problems which are draining executive
time to get resolved. Thats why you must follow up with how they spend their time
on IT issues.
Question 5a
(O) Who are your major customers?
This question seeks to establish the value chain in an organization. Sometimes the
customers identified are external (e.g. if the question was directed to a Marketing
executive) and sometimes internal (IT executives nearly always answer with an
internal view but this is expanding with EDI and other technologies that link IT across
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a supplier chain). We are getting a fuller picture of the organization and its
interdependencies and the following questions probe the relationships and value
chain more directly.
Question 5b
(O) what products/services do you provide them?
This question is designed to make the interviewee quantify where their organization
adds value, exactly what do they provide for their customer base. For the business
executive this can be a thought provoking look at exactly what value they bring to the
end customer.
For IT executives, the answers are usually straight forward and not as revealing. But
IT executives must be made to think in terms of what value they add. This helps
focus the conversation on the things they do that dont add much value (possibly like
maintenance of old systems - an Applications Management opportunity). It helps
you to determine where improvement suggestions would likely be of the most value.
Question 5c
(O) What are they asking for that you cannot provide?
As every organization or department has a limited amount of resources, it cannot

provide all services to all requesters. We are trying to uncover hidden demand that
might call for a shift in resources. Perhaps new project work is needed to support
some competitive thrusts. This can obviously lead to project work and/or
Applications Management work as a company shifts its limited resources from
upkeep of the existing systems to addressing the demand it cannot meet for new
services. For the business executives, it opens their eyes to the possibility of
needed help from the IT area so that they can introduce new products / services as
well.
Question 5d
(O) What are your customers major business objectives or
stated performance improvements?
This question is often used in conjunction with 4c to make sure that the executive
(whether business or IT) is aware of the future plans of their customer base. They
need to be planning how they can support their customers future today. This has
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ISP implications for IT and is also a question designed to determine if the allocation
of resources is correct and will stay correct for the planned future. It is also an
indictment of those reactive organizations that do not plan and can lead to numerous
opportunities in the planning area.
Question 6
(R) What measures do you use to assess client
satisfaction?
We are looking for written surveys (ask for a copy if they use them), focus groups,
random telephone surveys, anything that they use regularly to assess how well their
customers think they are doing. If the business executives have a program (and
often they do) can this be used (as least as the basic model) for a similar program
within IT - they should be linked. If a formal method does not exist (and this is often
the case in IT) this tells you about a break between customer and service provider
and provides us an opportunity in assessing customer satisfaction for the client.
If one exists for IT, get the results for the past few years and match those with the
comments made in the business management interview sessions. If they are in
sync, next item, but if not, and nearly all are not, you need to assess customer
satisfaction with IT using our survey form.
Question 7a
(O) How is your groups performance measured?
This question is asked to see if there is a real connection between stated objectives,
things like MBOs, and rewards. You are looking also for those verbal (nondocumented) measures of performance which exist in any organization. Solutions
you suggest should fit with the actual measurement/reward system (or you may even
recommend that they should change it).
This question can also be expanded to ask about the company as a whole or the IT
organization as a whole. It is sometimes valuable to gather the opinions of
executives on how things are done and how well they are going in areas not their
own.
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Question 7b
(O) How is your area doing against its objectives?
This is a sounding board question that sometimes elicits information on the fairness
of the measurement system itself or other constraints that stop an organization from
meeting its objectives. Sometimes the age and complexity of older legacy
applications stop development and maintenance groups from meeting service level
agreement objectives. This may point to another AM opportunity or perhaps a
conversion opportunity to be explored.
This question can also be expanded to ask about the company as a whole or the IT
organization as a whole. It is sometimes valuable to gather the opinions of
executives on how things are done and how well they are going in areas not their
own.
Question 7c
(O) How are you personally measured?
For most executives, this question catches them off guard. Allow them time to think
without interruption. The most common answer is I dont know or said a different
way, Im not sure. The question is designed to make measurement a personal
issue. It gets the executive involved on a personal level and can also point out flaws
within the system that we may be able to address.
Question 8a
(R) What are the three biggest strengths of your company
Strategies you suggest are always more easily agreed to when they are in line with
the strengths of the organization. And this question is to see if IT is supporting the
company at its strong (competitive differentiating) points. We look at the answer
here and compare that with where IT is spending its resources (time and money) to
see how they align.
You may also ask the question about the three biggest weaknesses to find out
problems and to again see if IT is aligning its resources behind what the corporation
needs.
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Question 8b
(R) What are the three biggest strengths of your group/area
This question is a build upon 8a with a more in depth look at the executives own
area of responsibility. Sometimes you can find that business executives feel that
areas of IT are very weak in certain services and you hear IT executives announce
that those areas are strengths. You can also see redundancies and internal
inconsistencies (e.g. our people are our greatest strength and greatest asset but you
find no career path, no training available and very high turnover). This question can
also be asked using weaknesses.
Question 9a
(R) If you were the CEO (use the incumbents actual name
here), what would you do to improve the performance of IT at client company

name
You are looking for quick hits or long term fixes to performance problems. Often you
will get organizational suggestions when asking the question this way. The business
executives will tell you what they think IT needs to do to help them. IT executives
usually mention resources or some other IT department that constrains their
performance.
You can follow up this question (depending of course on the interviewees answer)
by asking would it be simple to implement such suggestions or how would they
implement such suggestions.
Question 9b
(R) If you were the CIO (use the incumbents actual name
here), what would you do to improve the performance of IT at client company

name
This question is mainly for the IT executives but can be used on the business
executives as well (9a tends to work better on the business executives and the CIO)
and is designed to elicit similar responses as question 9a.
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Question 10a
(R) You have been away for a year (an extended vacation all
expenses paid), how would you determine if the IT function had improved
while you were away?
This question provides an avenue for determining and establishing the needed
metrics within IT to determine how well it is currently functioning.
Things that would be looked for are the efficiencies that can be developed in the IT
Departments and how to better align it to the needs of the greater organization.
Question 10b
(R) what sources of information would you use? What
criteria?
This is one of the most powerful questions we use and it is always asked in some
form or another. If your interview time has been cut short, get to this question (10a,
10b).
We ask this to get at the core problems with IT as executives see them. We
determine what they want improved (whats personally important to them) and
equally as important, what they consider improvement to be, and in the second part
(10b) what they would look at or who they would talk to) to make that determination.
Variations:
Sometimes we begin the question from the viewpoint of your customers. Again
we are attempting to establish the linkage of everything IT does to the customer.
Business executives treat this as meaning external customers and IT executives
usually answer in terms of their internal customers whether from the business areas
or from other areas of IT. Be sure to get an understanding of who they mean when
you ask the question this way.
A second variation changes the question from IT to business. You ask about a
specific area of the business instead of the IT function. This is for business
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executives who are trying to improve the way they do business. It captures their
thoughts on whats wrong and what they view as improved performance.
Another common variation, one that is easier to tabulate but much less powerful in
extracting information and is therefore not recommended, is to ask the question as a
multiple choice of pre-provided answers.
You would say ...upon your return, which three of the following list of items
would you look at to determine if the IT function was more effective today.
Then you would create a list for the interviewee to mark off three (or two or four,
some small number of) items.
Sample categories:
IT meets budget and schedule commitments
IT costs (charge backs) are reduced
IT communicates effectively with its customers
IT takes the initiative and is a full business partner
Applications meet the needs of the business
Applications are accurate and dependable
On-line systems are always available
On-line systems have consistently good response
IT uses new technologies to serve its customers
IT meets customers requests promptly
Business costs are reduced
IT has made the business more competitive
Business effectiveness is increased
Question 11
(R) If you had the power to instantly fix one dysfunctional or
broken aspect of todays IT organization, what would you do?
This question is designed to uncover quick hits. Whats the worst of the worst? As
you tabulate interviews you see patterns of problems and suggested solutions
emerging. You also see the have not departments within an organization express
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concerns that others dont share that could possibly be addressed by an outside
service provider like XX.
You can follow this question with is there a close second but use this approach
sparingly. You can also word the question to say of todays system to avoid
organizational implications.
Question 12
(R) If you were asked to identify the most critical
information technology issue for the company, what would you say? Why?
This question is used in place of question 11 if you dont want to seem negative.
This question elicits similar responses as question 11 but does not specifically
mention problems or things not working well. The business people are comfortable
with question 11 and the IT people like question 12 better.
Question 13a
(R) What (three) questions do you think this IT Diagnostics
should be able to answer?
Everyone you interview has expectations or pre-conceived ideas of what the IT

Diagnostics will do or should be able to do. These represent their conditions of
satisfaction. The more of these you uncover, the better you will be prepared to
address them. Some of the expectations will likely be wrong and you may be able to
correct (or bound) them at the time of the interview. Others will be valid and you will
want to be sure you are able to address them in your final presentation.
Question 13b
(O) How will you know that this IT Diagnostics has been
successful?
This is an alternative way of asking question 13a.
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Question 14
(O) List the most important application systems for your
area (limit three to five).
The intent of this question is to begin tracking which systems serve which areas of
the business. The system names are matched with the application demographics
results and with the results from the technical and functional quality analytics to
determine if these systems are being maintained/enhanced at a level the business
executive needs and that the company has the resources to service. For XX this can
mean opportunities for Applications Management, new project development and/or
conversions.
Question 15a
(O) What are the key software development projects for
your area? (Include those recently completed, those underway, and those
planned)
Like question 14, this question looks at the applications important to a specific
business or IT executive. The intent is to understand the pipeline of application
changes and how these new projects will impact the findings on the older systems
(Is a development project going to replace a system we see as being of poor quality,
etc.)
Question 15b
(O) Are you aware of any specific IT initiatives underway at
the present time? Who is leading the effort?
This is directed at business executives. We are looking for IT infrastructure activities

beyond business as usual. The purpose is to examine the communications between
IT and the business. We often have recommendations about IT/business linkage
and the importance of ongoing communications. This is just to see if the business
people know that IT is retooling or moving data centers or is reorganizing, etc.
A version of that we ask IT executives Are you aware of any business initiatives
where IT is not a player. Again looking for communications but going further to see if
the business executives are proceeding on their own. This can mean that they will
dump something off to IT when they feel the time is right or perhaps that they will
deal with a third party to help them, not internal IT. As many business executives
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today have the freedom to directly choose their suppliers this could be an opportunity
for XX to partner with the business leaders for specific solutions but must be done
with caution as IT is very often our client and the one who puts us on preferred
vendor lists.
Question 15c
value
(O) What IT projects not underway would provide significant
to your organization?
This is the reverse side of the question designed to solicit unmet demand from the
business executives. It works as well with IT executives as they look at training and
retooling and organization moves that have not been made that they believe would
help significantly. For XX, the answers here speak of project work viewed by some
executives as valuable but that is not getting done so it represents a way for us to
partner with the internal shop to expand their resources to meet all critical customer
needs.
Question 16
(O) What other departments must do their jobs well in order
for your group to be successful? Which of their activities are important to

you?
This question is designed to uncover interdependencies and, in particular,

constraints. You can often find IT mentioned by business executives as a necessary
player but usually stated ...if they dont... not stated in the sense of a business
partner. The answers given help establish the value chain all the way through to the
end customer.
We do not usually use this question with the company president.
Question 17
(R) What are the barriers, if any, to improving performance?
Usually this is worded to improving IT performance as our emphasis is on IT but if

is worded in the more open fashion to allow business executives to discuss their
ideas for their areas and these in turn would in the end have IT implications. Or
some will even just say that IT is the barrier. We are looking mostly for the political
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or organizational barriers. There are always real constraints that surface here but
most of the opposition to improvement is political as change threatens those in
charge of the existing way of operating.
This is an essential question but often you will get individuals reluctant to answer,
especially true if this is a joint interview. You need to prod a little and not blindly
accept, there are no barriers as a valid answer.
An alternative way to ask this question is Are there obstacles to full participation
by your group (or any group) in this improvement program. This makes it more
personal and puts the interviewee on record as saying that his/her group will fully
cooperate. If they identify obstacles or conditions then you must address those in
your recommendations - even if they are unreasonable, they must be addressed.
Question 18a
(R) What does improvement mean to you?
In question 18c, you will ask for a stated improvement percentage but its first very
important to clarify just what this executive means when he/she talks about
improvement. In any improvement program the question of how to take the benefits
of improvement comes up but is not usually specifically addressed (lower costs, do
more work with the same cost, respond more rapidly, etc.). The answers here tell
you the expectations executives hold about how to harvest the benefits of an
improvement program.
An additional piece of information you may want to find out is what this executive
sees as good. Sometimes there is a particular company he/she had in mind
(perhaps a shop where they used to be employed) or sometimes it can even be a
particular computer software application they see as the utopia for their current
situation. You might ask what other companies have you looked at or thought
about as models for what you want to do. And if the conversation is leading you
this way, you might also inquire about what computer packages this executive
has in mind or has heard about and why he/she thinks they would help here
and now.
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Question 18b
(R) How would these improvements be measured?
Usually executives have some idea of what they want to happen but in order for us
to quantitatively help them; we need to be able to measure the effects of our
recommendations. The best place to start is with the executives themselves to see if
they have measures in mind which they would trust. This way we dont impose a
measure they will have little faith in or may not even understand.
Question 18c
(R) If we could remove the barriers that you identified to
improving performance, what would the resultant improvement % be? (Limit

to increments of 25%)
This question is asked because the answers can be easily tabulated and it makes a
convincing story about just how much room for improvement there actually is in this
organization.
Question 19
(O) If we embarked on this improvement program, what
would be the probability of our success?
Poor
Fair
Good
Excellent
This is a question that is again easy to tabulate and report on and can be a powerful
indictment of a company in gridlock. This question is asked of lower level managers
and technicians in the audience analysis sessions to see if executives and workers
are in sync about the chances for success. Usually they are not in sync as
executives tend to be much more optimistic.
Question 20
(R) Can you identify improvement opportunities that can be
implemented quickly?
This question is strictly for quick hits, or what executives believe should be quick hits.
Business executives often identify areas of their business that they believe would
improve dramatically if they had a new computer system to do such and such or if
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improvements to the existing support systems could just.... IT executives usually
have a short list of items that are planned or in progress that just havent turned up
yet. You can use both sets of ideas to make recommendations. And even if they are
working on some ideas you can add value by restating or refining the ideas so that
they can be implemented much more quickly (or in stages), just so you can get some
value as soon as possible.
You should also ask whats currently underway and hows it progressing. This
is so you can add to what is already being done and dont suggest to them a solution
that they have already embarked upon.
Question 21
(O) What areas of the software delivery process should we
pay closest attention to?
This question is asked of IT executives (and lower level IT managers in the audience
analysis sessions) and is meant to narrow our search for significant problems. A
pattern usually develops in the answers and this helps us to make sure we dont
overlook a problem that is widely believed to be serious.
Question 22
(O) If you attended the annual stockholders meeting and
you had the opportunity to meet the CEO (use actual name here) and could
briefly say one thing to him/her, what would it be?
This is a true confessions question - whats the most urgent issue or even whats
going very well at this moment in time. This question is valuable only if a pattern
develops in the answers. If the comments are positive, we use that to talk about
strengths and how our recommendations fit with those strengths. If negative, how
our recommendations and next steps address the problem/concern that people want
the chairman to know about.
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Question 23a
(O) Circle five adjectives that describe the culture of your
organization today.
Flexible
Rigid
People-oriented
Task-oriented
Proactive
Reactive
Participative
Directive
Team-oriented
Individualistic
Trusting
Suspicious
Sensitive
Insensitive
Results Driven
Failure driven
Short term
Long term
Close Minded
Question 23b
Open Minded
Entrepreneurial
Bureaucratic
Vacillating
Decisive
Risk taking
Cautious
Sociable
Status Conscious
Finance Driven
Technically Oriented
(O) Circle five adjectives which you would use to describe
the culture of your group as you would like it to be.
Flexible
Rigid
People-oriented
Task-oriented
Proactive
Reactive
Participative
Directive
Team-oriented
Individualistic
Trusting
Suspicious
Sensitive
Insensitive
Results Driven
Failure driven
Short term
Long term
Close Minded
Open Minded
Entrepreneurial
Bureaucratic
Vacillating
Decisive
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Risk taking
Cautious
Sociable
Status Conscious
Finance Driven
Technically Oriented
We usually limit this question (23a and 23b) to IT executives or we change it to ask
the business executive about the culture of the IT organization. (Its valid as-is for
the business executive if you are working strictly with them on some kind of
transformation.)
These are two separate sheets of paper we hand the interviewee and allow them to
circle their responses. The form needs enough white space to allow for that and it
should have nothing else on it but this question.
When embarking on an improvement program, culture is always an issue. There

can underlying reasons (environmental constraints) for the culture being the way it is
that we as a company can address - perhaps through better project management,
better training, delivering on time and on budget, agreed to maintenance service
levels - all concrete actions that can raise confidence and increase professionalism,
etc.
Question 24
(R) Tell me about _____
At nearly all the shops we visit, there is some major IT initiative going on or about to
begin. Usually an IT Diagnostics is done at the beginning or early on in the life of
one of these major IT infrastructure projects. Customize this question to ask about
the project. See what is known, what is supposed, what the expectations are, etc.
Use this to frame your recommendations. Ask of business leaders as well as IT
leaders.
A specific way to ask is what to you is a successful project. This determines what
they know and what they consider to be success for this major undertaking.
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Question 25
(O) Prioritize the following management issues. List the top
five in rank order that you think we should focus our improvement efforts on.
Do each list separately, choosing five from each list
Business Management
____ Executive Leadership/Vision

____
Organization Structure
____
Communications
____
Information Technology
____
Operating Procedures
____
Delegation of Authority
____
Supervisory/Management Training
____
Clear Roles & Responsibilities
____
Team Building
____
Performance Goals/Measures
____
Other (Write In)
Technology Management
____
IT Vision
____
Funding for IT
____
Databases
____
Application Development Tools
____
Platform Architectures
____
Network Architectures
____
Standards
____
Consolidation of IT Functions
____
Decentralization of IT Functions
____
Application Development & Support
____
User Involvement
____
IT Planning
____
Life Cycle Methodology
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This question is asked by handing interviewees a piece of paper and letting them fill
in the numbers one through five in each section. We are looking for commonality
among answers. We dont want to overlook areas where they believe they need
attention. We may suggest some fundamental changes need to made first but we
want to address whats on the clients mind.
Question 26
(O) Is there anyone else you think we ought to interview for
this project?
If the interview schedule is set, we dont usually employ this question. We use this if
we feel we are not getting a broad enough cross section to arrive at valid
organizational conclusions. You will always get an answer to this question - most of
the time they volunteer this information without you asking for it.
When working in the business area or on a workflow engagement, this question

helps you follow the flow of work by identifying significant players in the process.
Question 27
(R) Is there anything you would like to add or do you have
any questions that I might be able to answer for you?
This is more of a courtesy but is also an opportunity for some follow on contact.
Always leave your business card and a local number if you have a desk at their site.
Encourage follow up and mention that you might call them if you need some
clarification on answers. Leave the channels of communication open as much as
you can.
If the interview is not one on one, you may not have the candid answers you need,
so the door opening at the end can be of vital importance.
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FOCUS INTERVIEW IT INTERVIEW FORM
IT Services
Focus Interview
IT Interview Form
Status:
Version:
Draft
0.1
Release Date:
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Document Control
Author
Document Source
Document Approval
Amendment History
Issue
Date
Amendments
Completed By
Distribution List
IT
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Stakeholders

Interviewee
__________________
Phone #
__________________
Department
__________________
Ref #
__________________
Title
__________________
Interviewer
__________________
Level
__________________
Date
__________________
Introduction
Consultant
Interview Method
Note-taking
Project Overview
Card Sort
Purpose of Interview
Confidentiality
Time Frame
1. Client
Years with company ____
Years in mgmt ____
Years in position
____
Comments:
2. a. Please sketch out (draw) your group's organization chart and describe the
key activities performed by each of the groups or people. Include number
of people, locations, growth of function/area.
b. As a group, what are your goals and objectives?
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3. What are the three most important things (critical tasks) that you do?
4. What key pieces of information do you need to do your work? Where do you
get this information today? Is the information you need consistently accurate
and available on a timely basis?
5. Is there anything in your reporting system that is particularly beneficial (or

deficient) in assisting you in managing your responsibilities?
6. How is your groups performance measured? How are you measured?
7. What do you see as the three biggest strengths of the company? Of your
area?
8. If you were in <PRESIDENT>s job, what three actions would you take to
improve the performance of information / information systems at the company?
9. If someone asked you to identify the one single critical issue or dysfunctional
("broken") aspect of the company information systems, what would you say?
Why?
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10. Imagine that you have been away for a year. Upon your return, what three of
the following ten items would you look at to determine if the IT function had
been effective while you were away? (When interviewing IT individuals, ask
them to put themselves in their customer's shoes when answering this
question.)
Process Quality
1.
IT "takes the initiative"
_____
2.
IT and customers communicate effectively
_____
Product Quality
3.
Delivered
applications
meet
customer
needs
_____
4.
Applications
have
low
error
and
failure
rates
and
response
time
_____
Service Quality
5.
High
system
up-time,
availability,
_____
6.
Customers can get service when needed
_____
Business Value
7.
Business costs are reduced
_____
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8.
Business effectiveness is increased

(i.e., reduced business cycle time/better management info)
_____
Cost
9.
IT
meets
schedule
and
budget
commitments
_____
10.
IT costs reduced
_____
11. Identify the specific departments within the company Information Systems that
your group depends on, and the specific things they must do well in order for
your group to meet its goals.
12. What are the five major systems that are critical to you? Rank the importance
of the system in the areas of strategic and operational importance as high,
medium, or low.
Strategic importance refers to the impact a system has on the competitive

positioning of the business.
Operational importance refers to the impact a system has on the actual

running of the business (i.e., the business cannot run without it).
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Strategic
System Name
Importance
Operational
Importance
(high,med,low)
(high,med,low)
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
_________________________
__________
__________
13. What do you perceive to be the mission of the company?
How does IT
contribute to that mission?
Mission:
IT Contribution:
14. What IT-related initiatives are currently underway, and who are the individuals
responsible for each of the initiatives?
An initiative is considered to be any non-application development activity

above and beyond the normal scope of business activities, such as data
centre consolidations, special training programs, reorganization efforts,etc.
Initiative
Person Responsible
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15. Are there any ongoing non-IT initiatives that you are aware of where IT can
add value?
Initiative
16. What
major system development
Person Responsible
or enhancement
projects are currently
under way?
17. Card Sort

I have a series of cards here to show you; each card has a management issue
printed on it. As you look at each card, think about how to significantly improve
competitive performance or financial performance. After looking at the cards, sort
them into two piles: 1) areas in which we could work to significantly improve
performance, and 2) areas in which smaller improvements could be achieved.
Then rank order the "significant" pile by priority of areas you think we should work
on first and dedicate the most effort toward improving.
For all individuals (Quotes for non-IT individuals only)

Priority
Executive Leadership / Vision
Priority
Supervisory/Management
Training
Organization Structure
Better-Trained People
Communications
Roles & Responsibilities
Information Systems
Team Building
Operating Procedures
Performance Goals / Measures
Delegation of Authority
Other
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For IT individuals (Quotes for IT individuals only)
Priority
Priority
Information Vision
Consolidation of IT Functions
Funding for IT
Decentralization of IT Functions
Database Architectures
Applications
&
Applications
Support
CASE Tools
"Owner" (User) Involvement
Platform Architectures
Information System Planning
Network Architectures
Classical Systems Development
vs.
Iterative Prototyping
18. If we were able to work together to remove the barriers to improving

performance that you have identified, what % increase in performance do you
estimate would result?
10%
20%
30%
40%
50%
100%+
What does "performance" mean to you?
How would these improvements show up? How would they be measured?
19.
If we entered a project together to remove these barriers to achieving

performance improvements, what would be the probability of our success?
NONE
POOR
FAIR
GOOD
EXCELLENT
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20.
Is the climate right to enter into a joint improvement program at this time?
YES
NO
Why or why not?
21. If you were riding up the elevator with <PRESIDENT> and could tell him one
thing, what would it be?
22. Say that one year from now you were telling me about the results of "a very
successful project" with XX. What would we have accomplished to make you
so satisfied?
CLOSING
23. Is there anything else you would like to add to what we have talked about?
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PROCESS ENGINEERING PROCESS WALKTHROUGH
How to do a Process Walkthrough
Step 1: Decide on the case that you are going to follow through the process
Often different types of products are flowing through the same process
partly and have partly own process parts. For example, a mortgage for a
high amount of money will need more signing, and therefore more
operations and flow time than a mortgage for a low amount of money
Step 2: Make all data needed to reflect the chosen case and, if necessary, fill
in the form(s) with which the process to be studied, starts
Step 3: Walk through the process, starting at the point where the request
enters the clients organization
At every operation ask
What will you do now with this case? What data do you need? How long
will it take? Are all cases the same? When finished, where will you send
it? etc,
Step 4: Document the process, for example in a process map

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PROCESS ENGINEERING WORKFLOW
Objective of this chapter

Learn how to:
understand the potential benefits of workflow
detect an opportunity for workflow
sketch, present and argument for a workflow solution (benefits, technical

solution)
Workflow?
Definition
Workflow is a system design technique, supported by specific technology, to

provide the automation of business processes in IT systems.
With workflow, documents, tasks and information are passed among

participants in accordance with pre-defined models of the business
processes.
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Managing the links is a first step towards

BUSINESS PROCESS AUTOMATION
Task - Task
Captures and controls temporal and other dependencies between tasks.
Manages the dynamic "flow of work" in the business process
Tasks - Applications
Captures and controls how computer resources, software applications and

data will support the process
Provides automation and "information logistics" (the right information to the

right person at the right moment)
People - Tasks
Captures and controls how people work within the process
Manages the computer support provided to individual for working on tasks

within business processes
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Workflow supports the claims process
It manages the flow of activities in accordance with defined business rules.
It involves people in the process in accordance with the defined process

model, taking into account their roles in the organization.
It provides individuals with information and access to computer resources as

needed in the process.
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The way to use WORKFLOW
During AS-IS and TO-BE:

to model the existing/future process, the way the processes interacts with and
use underlying IT. It is also used to model how measures are to be captured
from the processes.
During DELIVERY:
to build the IT run-time support system for the new processes.
Later, during DEPLOYMENT and EXECUTION of the new processes:

used as a central part of the IT system to manage the execution of processes
and to capture process measurements.
WORKFLOW is a good means to prototype TO-BE processes. A workflow prototype

of a process allows it to be animated in full scale, using multiple user workstations,
and can be used in role plays to gain insight in how the process will behave and be
perceived by the future users.
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Understanding the benefits to our clients

If your clients frequently ask themselves questions like:
What is the status of Mr. Brown's request?
Why did this take much longer than usually?
What are the priorities?
What has to be done with this report when I have finished it?
Which is the proper procedure to handle this case?
Who is available to do this?
Where is the Black dossier - I need it now!
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Implementation of workflow
WORKFLOW can in principle be:
manually implemented,
coded as part of application software,
managed by a dedicated system,

usually called workflow or process management system
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Workflow Case Study
Underwriting process
Automation of As-Is
Screen captures from this to a Visual Basic mock-up, found in the electronic
handbook
Example of process prototyping with workflow

suitable for "role games"
hooks for IT to trigger your imagination
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Workflow vs. Groupware

Workflow
pre-defined flows
every case is an "instance" of a type case
exchange of information according to flows
Groupware
every case is unique
all information available to everybody at all times
notifications by mail
sequencing controlled by the people in the process
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Summing up
z Workflow supports the dynamic aspects of business processes without hardwiring them into the IT-system.
z Major benefits for our clients:
z reduced cycle times
z better control and visibility
z information when needed
z simplifies systems evolution (business, process and IT)
z Major benefits for us:
z rapid prototyping of process solutions
z something "concrete" to deliver
z provides starting point for implementation project: GET OUR FOOT IN
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Workflow manager:
PROCESS WEAVER
WEB server:
low-range free-ware (e.g. CERN)
middle-range (e.g. Netscape)
high-range (e.g. CGS NOVA for Intranets)
Document management:
if needed: use WEB-enabled document database (ORACLE, Documentum,...)
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PROCESS ENGINGEERING CHANGE PROFILE
Change Profile : Technique
Change Profile can be used

as a tool for Delta Analysis in a Process Development project
in a general Transformation Design of a whole Programme
The change profile describes the AS IS situation, the Early Wins as well as the
intermediate and final TO BEs
It is developed in management workshop(s) in order to get management

commitment and mobilization for implementing the changes
The main results are
a overall view and agreement of the total change
preliminary project portfolio
consistency of the individual change activities
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Change Profile
Use the Change Profile Chart to define How To for each box
Describe main activities to arrive at the results in intermediate and final

TO-BEs
Define a preliminary project portfolio
Clustering and linking activities with logical fit and sequence
Make a resource plan
Update the cost/benefit analyses
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PROCESS ENGINEERING CLIENT ARCHIVE ANALYSIS
Client Archive Analysis
How to use
Step 1: Organize for archive analysis. Find out which data you need to
know and what data is recorded, either on paper or electronically, that
you can use
Step 2: Decide on the test sampling method. If electronic data is

available: are you going to use all data or part? If data should be
gathered from a paper archive: how large should the test sample be?
Which procedure is used to select cases?
Step 3: Gather data
Step 3: Process data to get the needed information
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PROCESS ENGINEERING CUSTOMER REQUIREMENT ANALYSIS
How to Conduct Customer Requirements Analysis
Step 1: Define characteristics of:
products
distribution
customers (product/market combinations) etc.
Step 2: Prioritize objectives:
price
quality
delivery speed
customer service etc.
Step 3: Competitive Analysis
position organization within the competitive field
Step 4: Segmentation
Segment the customers of the organization into different product/market

combinations and define the demand characteristics
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PROCESS ENGINEERING OVERALL PROCESS CHARTING
Why do we need overall process charting?
Alignment of process development work
Aligns terminology
Maps / positions the work at hand
Better communication
Assists in bridging brown papers, streams and business processes
Increases business managements understanding of business drivers
Describes how the business can be steered
Demonstrates the inter-relationships of processes
Mapping of information systems
Provides a foundation to map systems against
Helps to understand what areas are covered and what not
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What is a process, what is it good for?
A business process is flow of activities required to satisfy a business need
A business process usually refers to the value added tasks
A business process is driven by a customer demand
A business process produces a service to its customer
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Processes have certain characteristics
Processes have one or more clients
The client is at highest level external (real customer, shareholder,

authority etc.)
At lower levels, the sub processes may have internal customers (e.g.
other processes)
Processes may cross organizational boundaries
Processes have interdependencies
The success of processes depends on the performance of others
Process can be measured from its customers point of view
Everybody needed to produce the service is involved
Customer satisfaction, response time, flexibility, effectiveness
Process can also be measured from internal efficiency point of view
Cost per order, margin per order
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Select process names to describe the strategic objectives of the work

CHARACTERISTICS OF A GOOD NAME
Short
Precise
Describes objective
Demonstrates strategic thinking
Is interpreted the same way
Contains a verb
Is not associated with a function
EXAMPLES:
Product Development related
New Product Introduction
Product Management
Customer Driven Product Development
Manage Products etc.
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Continued
Maintenance related
Up-time Management
Managing Availability
Lifetime Management
Maintain Capacity etc.
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PROCESS ENGINEERING PROCESS ANALYSIS FORMS
When to use Process Analysis Forms?

The main tools for gathering information about current processes are Focus
Interviews and Brown Paper (or other) Workshops
Process Analysis Forms can be effective, when
It is difficult to get people together to workshops (e.g. wide geographic

spread)
You want to gather a lot of information in advance and use the workshop only
to get a consensus
You need a standardized way of working in team consisting of consultants

and client personnel
Dont forget that Interviews and Workshops are always needed also for the
mobilization purposes, not only for getting the data!
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PROCESS ENGINEERING VALUE CHAIN & TIME ANALYSIS
How to use the technique (steps)

Gather information
Data sources for building a value chain are:
structured interviews with management
documents describing the processes and organization structure
reports about the branch of industry the firm is in
Define relevant value activities
disaggregate broad functions into activities
isolate activities with discrete technologies and economics
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Continued
Disaggregation stops when activities are isolated and separated that:
have different economics
have a high potential impact of differentiation
represent a significant or growing proportion of cost
Build value chain using the generic value chain model (next page)
Analyze value activities
linkages within the value chain
vertical linkages (with suppliers and channels)
value adding
Decide which activities are of strategic importance
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PROCESS ENGINEERING BROWN PAPER CHARTING
WHAT IS A BROWN PAPER ?

It is a pictorial representation of an entire process, detailing the actual steps taken
and highlights all applicable interfaces, decision points and information sources.
WHY DO A BROWN PAPER ?
Show the process areas of strength
Show areas of opportunities
Show the big picture: forest and the trees
Provoke thought for improvement opportunities
Promote common understanding - increased cross-department learning and

fewer knowledge gaps
Tell a story
Use as a training tool
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BROWN PAPERS CAN DEPICT SEVERAL STATES
Can be used in a variety of applications
AS-IS (actual process in use today)
SHOULD-BE (process according to procedures)
COULD-BE (optional methods)
TO-BE (model for implementation)
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Define activities down to the level of detail necessary to obtain comfort &
understanding. Identify opportunities by drawing a red cloud around it
Participants can become confused when trying to simultaneously understand and
document several different flows - by choosing one similarities and differences can
be more readily identified
To ensure understanding of the flow ask one person to tell the story to the other
participants
Assign responsibility to a small group of people for finalizing the process flow
diagram
OTHER THINGS TO REMEMBER
Identify one flow and discuss it start to finish, using pencil to capture the
information
Integrate other flows with the first one
Ask one person to step through the completed flow to check its accuracy
Assign a subset of the group the responsibility for finalizing the Brown Paper
Use colored Post It note to label:
Strengths (green)
Opportunities (yellow or pink)

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GUIDELINES FOR BUILDING A BROWN PAPER
Dont create a finished brown paper from scratch
Disagreement about how the function is completed is acceptable
Make not knowing the answer to every question an acceptable situation
Be sure participants understand that the steady stream of questions is not an

attempt to trick or humiliate them
Ask for hard copy and completed examples
No value judgments
Identify one stream of activity and do it start to finish
Write explanations directly on the brown papers
Specify percentages yes or no for decision points
Use arrows to show the flow
Rule of thumb
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HELPFUL HINTS
Bind the edges of the paper with tape
Use icons where possible to tell the story
Process boxes and diamonds have black outlines
Use dark colored pens when writing boxes / diamonds
Use black ink for all lines and arrow heads
Strength boxes outlined in green; opportunity outlined in green
Use Post-It Notes for comments; benefits (green) and opportunities (pink) are
different colors
Opportunity flags should be placed on chart after comments have been

obtained and should be numbered
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BROWN PAPER SHOPPING LIST
Room requirements
Big table
Large continuous wall space
Tackable or tape-able wall
Supplies
Brown paper or butcher paper (3 ft. wide / 50 lb. weight)
Markers
Thick and medium width
Permanent, non-bleeding, non-toxic (Sanford, Mr. Sketch)
Masking tape
Scotch tape, gluestick, spray mount and tack a note stick
Scissors
Post-it Pads (3x3 or 3x5)
ICONS (including boxes and diamonds)
Push pins
Live documents
Blank paper
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ELEMENTS OF A GOOD PROCESS FLOW
High client involvement
Capture process-formal; informal; emotional
Highlights opportunities for improvement
Details all critical activities (As-Is)
Simple and self explanatory
Live documentation
Captures all perspectives
Icons and humor help communicate
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PROCESS ENGINEERING BROWN PAPER FAIR
You should always consider organizing Brown Paper Fair(s) as a part of a PDproject
Brown Paper Fair is a good tool to
Validate and ensure ownership of all the work that has been done during
the project
Ensure common understanding and consensus for change
Mobilize management and organization for implementing the change
Brown Paper Fairs can be organized at different milestones of the project

(after AS-IS, TO-BE, Delta analysis)
In some cases Brown Paper Fairs are big events with hundreds of participants
creating a large-scale mobilization, but even very modest Fairs can be very
effective
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Brown Paper Fairs

This is how you can help us to improve the brown paper further:
Write a yellow post-it note if the description is incorrect
Write strengths on green post-it
Write weaknesses on red post-it notes
Stick your post-it notes on to the brown paper
Sign your name on the list to the right
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Critical Success Factors for Brown Paper Fairs
Team members present for guidance and explanation
Interactive
Participants in small/manageable groups
Builds facilitated
Portable
Wide and deep (level of coverage/detail)
Focus on recommendations and accomplishments
Consistent theme
Use of color and illustrations/photographs
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WORKGROUP SKILLS EFFECTIVE MEETINGS
OBJECTIVES OF THIS CHAPTER

Develop a shared understanding of effective meeting criteria and Identify and review
the skills and techniques utilized to effectively manage meetings
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DO THIS BEFORE THE MEETING

Goals
Identify your goals
Objective
Define a written objective
Agenda
Develop a timed agenda
Content / Process
Plan content and process
Materials
Prepare clear, concise and focused materials
Roles
Define roles and responsibilities
Pre-position
Assess need for pre-positioning
Logistics
Determine location and support requirements
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MEETING OBJECTIVES
Problem solving
Communication information sharing
Review and discussion
Expectations of participants
Planning
Decision making
Selling
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MEETING ROLES AND RESPONSIBILITIES

Leader
Meeting preparation
Decision making
Actions assignment
Meeting notice of logistics
Assigns role of meeting minutes
Facilitator
Meeting preparation support

Controls the meeting process
Time keeper
Team Members
Generate ideas/ provide

recommendations
Build on ideas of others
Add expertise to meeting
Recorder
Takes minutes, notes of meeting
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REACHING CONSENSUS DECISIONS
Set a time contract
Develop / post an agenda and objectives
Clarify the roles and responsibilities (leader, facilitator, participants)
Record comments and questions on flip charts
Practice positive meeting behaviors
Develop an action plan (what, who, when)
WHAT TO DO IN MEETINGS
Headline
Be positive
Listen actively
Paraphrase
Establish time contract
Observe time contract
Build on others ideas
Use the how to (H2) action phrase
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Continued
Use the I wish (IW) action phrase
Stay focused
Stay in process
Use in and out note taking
Help ideas over the wall
Set up win/win situations
Remember, no idea is a bad idea
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FLIP CHARTS IMPROVE GROUP MEMORY
Central point of attention focuses on task
Instant recording of contents/process
Data and information becomes knowledge
Single source note taking
Accurate recording and consensus
All ideas are good ideas (everyone gets to play)
Continuity - pick up where team left off
Transfers idea ownership to team
Visual reinforcement of accomplishments
Facilitates accountability and agreement
Team credibility is felt by everyone
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Members are sensitive to each other (empathy)
Team sessions flow smoothly
No one loses or feels negative
Hidden agendas become unnecessary
Defensiveness is decreased - cooperation is promoted
Team and individual goals are satisfied
You, your team, and your enterprise WIN !
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WORKGROUP SKILLS FACILITATION
WHAT IF . . .
A Resource or Group of Resources Begins to Take Over the Meeting?
Remind the group that the leader needs to be in charge.
Be very tactful but interrupt the resource and ask others to comment.
Dont look at the individual when you are presenting a question.
In a win/win manner, ask the resource to write down these ideas so you can
capture them later.
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Or
The leader is unable to come up with an action plan?
Take a break and discuss the matter with the leader.
End the meeting at this point, establish a time to meet again, and ask the
leader to make a few assignments.
Or
The time contract is not being kept?
Frequently remind the group of the time contract.
Write the time contract on the flip chart.
Ask someone to remind you what time it is at certain points.
Establish times at which you expect the group to reach certain points in the
process.
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What if
Some resources do not appear involved with the team or process?
Try to draw those members in by asking their ideas.
Quote tactfully a statement the individual made to you outside the meeting.
Site something his/her department has done as a good example.
Ask everyone to spend a couple of minutes writing down ideas. later in the
process ask them what they wrote and include those ideas on the flip chart.
Call on the shy individual by name to give an opinion but ask the question on
a familiar subject.
If Two or more resources engage in side discussion?
Direct a question to one of the individuals.
Ask those who are participating in side discussions to share their ideas with
the entire group.
Remind the team that there should be only one discussion in the meeting at a
time.
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OR
Two persons in the group who hold a grievance against each other begin to launch
into personal attacks?
Remind the team that personal comments are not allowed in this process.
Refocus the discussion on the group level topic or issue at hand.
If the disruptive behavior persists, call for a break, and inform the individuals
that they will have to leave the meeting if they cannot stay focused on the
group-level topics or issues.
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The group gets out of control with everyone talking at once?
Identify the person who has the floor.
Indicate awareness that many persons have a point to make; put the group
on hold and recognize one person at a time.
Paraphrase the key issues raised.
Take a short break. If appropriate, use this time to identify the leaders
wishes.
A false consensus has been reached by the group, with individuals going
along but not committed?
Do a benefits and concerns analysis.
Walk through the preceding steps and ask individuals to state what they
agreed upon.
Ask each member individually for agreement or comment.
State that a non-verbal communication is sending a message different from

what was stated.
Ask the leader, Are you satisfied with the consensus of the group?
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What If
New lines of thought have been initiated without adequate closure on previous
issues or ideas?
Focus the group on the previous issue after acknowledging new issues;
get back to the new point as soon as the original is brought to closure.
Ask the leader if the original issue needs to be brought to closure before
proceeding.
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WORKGROUP SKILLS AFFINITY PROCESS
What is it?
The Affinity Process is a method for obtaining consensus on an issue that is

not fully understood by a group.
The Interrelationship Process is a method for obtaining consensus on the

relationships among the topics presented in the Affinity Process. It will also
give insights on how to approach the issue.
When to use it?
When the issue is not well understood or defined.
When participation from the whole group is required.
When time is limited.
When a team based approach is desired.
When the solution depends on team buy-in to the solution.
When the power of a single group or person needs to be reduced.

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Critical Issues
The group must be chosen so that all owners of the issue are represented,
but is not too large. Eight to ten people is optimum, although it works with
much larger groups.
All members of the group must be familiar with the issue.
The group as a whole must benefit because of the solution to the issue.
All members of the group must buy-in to the aim of the session, as defined by
the initial statement of the issue.
Ensure enough time is available. (One to two hours for Affinity, and one hour
for Interrelationship. Longer for larger groups.)
Ensure that the facilitator is familiar with the process.
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Examples of Issue Statement
What are the issues involved in engaging the workforce in accomplishing

organizational change?
What are the barriers to engaging the workforce in a systems transformation?
What are the attributes of an effective coach/manager?
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Cluster Ideas (2)
The facilitator should check that everyone has read all the posted answers.
The facilitator should check that everyone is clear about the meaning of the
posted answers.
The facilitator should enable elaboration on each answer to ensure that the
written form is clear in a standalone manner.
Clusters Ideas (3)
The whole team should now work to put answers together in a group or
cluster where they seem to belong.
Silent disagreement as to where an answer belongs is allowed, and should

prompt thought about why this is being done - no fighting!
If an answer is swapped backwards and forwards between groups it is usually

because it has been written ambiguously - the facilitator must act.
Do not force fit a single answer into a group.
Stop the process only when consensus has been reached.
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Conclusion
The process will normally result in between 5 and 9 clusters.
It should result in a clear consensus that these are the main topics to be
understood in order to understand the issue.
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Critical Issues
The same team must be involved. All members must be present.
Break before continuing with the Interrelationship Process.
Try to complete both sessions in one day.
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Continue with the next topic.
Continue until all topics have been related together. The result should be
similar to the following example.
Count and record the number of times the topic drives, and the number of
times it is driven. Record this number as (drives/is driven).
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Conclusion
Look for topics that drive other topics. These normally indicate where to start.
Discuss this conclusion with the group and obtain consensus for action.
Further Action
Identify the initial tasks.
Identify group members that can take ownership for initial action. This may be
an individual from a single functional group, but more commonly it will be
more than one person from different functional groups.
Ask them to go through the Affinity / Interrelationship Process with their teams
to further break down action and priorities so that a plan may be
communicated back to the original group.
Dont forget to agree a timescale.
Continue to break down the issue until it becomes small enough to solve, with
the knowledge that the individual solutions will build back to an overall
solution, rather than just putting out fires.
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WORKGROUP SKILLS METAPLANNING
Metaplan
A democratic, participant-centered method
Useful for
Illustration of group processes
Clarification of complex or controversial issues
Problem-solving and idea-generation
Decision-making process
You should use the "Metaplan-technique"
If you want the opinions of all group members
If you need the buy-in of the group
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Headline clusters
Headline all clusters
Group decides headlines
Summarize picture
Copy the headlines onto flipchart
Brief summary of the description

Have flipchart ready (7-10 lines)
Build ranks to priorities
Ask clear question (what is most important, urgent, best solution?)
Hand out adhesive dots (Two dots per topic as a rule of thumb)
Instruct participants to stick their dots onto the flipchart
Plan actions/next steps
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What, who, until when
WORKGROUP SKILLS PROBLEM SOLVING TEAM BUILDING
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PS/TB is a formal, step-by-step structured approach to solving a problem which

involves a number of iterations as we work towards our goal.
Because it is a participative process, it draws on the experience and knowledge of all
of us, it gets better results than if a single person tried to solve the problem on their
own. And the participative approach serves to draw the team together by giving
them a shared goal.
Optional: If time allows, provide brief summary of history of PS/TB:
BrainstormingAlex Osborn 1950sSUNY Buffalo
A.D. Little1960s
SYNETICS1960s1970s
David TeigerShearson V.P.1960s
URCmid-70s
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The PS/TB methodology is a tool that is appropriate for many situations.

Here are some guidelines for when it is appropriate to use the methodology.
Emphasize that PS/TB is a key technique used in Natural Work Teams.
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As good as this methodology is, it cannot be used to solve all problems. If you try to
use it where it is not appropriate, it will lead to a lot of frustration and no progress.
Here are some cases where it is not appropriate to use the PS/TB methodology.
Emphasize that PS/TB is NOT a cure-all!
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Before we talk about the specific steps of the PS/TB process, we need to understand
the roles of the players who are involved in the process.
The client is the person who owns the problem and is therefore accountable for
ensuring that an appropriate solution is found.
The Resources are the people who are there to help the client solve the problem by
lending their knowledge, experience, and creativity.
The Facilitator also helps the client solve the problem, but he or she does so by
concentrating on the process of solving the problem rather than the content (which
the client and resources bring)
Draw:
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The Players Roles and ResponsibilitiesFacilitator
The facilitator is a catalyst in the group. The key roles are:
Initiating, assisting, orienting, clarifying, integrating, summarizing, and

developing others ideas
Leading the group through the Problem Solving sequence
Assisting the group in working together effectively
Avoids making content contributions
Concentrates on keeping group focused
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The problem solving attitude means
Constantly looking for improvement opportunities
Not being satisfied with the way things are
Listening to what others have to say
Looking for solutions rather than sources of blame
Avoiding finding fault with others
Avoiding hunches or assumptions
Being sure of your facts
Thoroughly defining the What, How, When and Where
Organizing your findings in order to maximize understanding
Keeping an open mind
Knowing that your ideas are wanted by others
Encouraging and supporting innovation from others
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Step 1 - State the Problem
Initial statement of:
Problem
Task
Opportunity
Challenge
Must be a concise, accurate headline
Should be action oriented, how to
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Drop out triggers that could generate out listening in the previous
illustration
Remember what happened seven years ago . . .
. . . remember Joe Smith?
. . . 56A Program
three months to recover
new people can be good . . .
. . . mentor program . . .
A favorite drop out trigger is listening to stories used to illustrate a point. A

group tends to move away from the task at hand (i.e., making a decision) and
engage in the game, Can you top this?.
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Step 3 - Generate Ideas
Creative thinking, new approaches
Quantity over quality
Triggering
Good builds
Synergy
Tips on Generating Ideas
Headlining is key
Quantity is needed
Free wheeling is welcome
Ideas are heard and understood
Focus is on ideas only
Criticism is inappropriate
Ideas get combined and improved
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Step 5 - Identify the Benefits and Concerns
Benefits first; What I like about that . . .
Concerns in how to format
Improves quality of solution, team satisfaction
Ensures identification of potential problems with the solution
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A Mini-Problem Solve
Overcomes critical part of the concern
Is still connected to original problem
Looks for ideas that are acceptable
May require selected ideas to be modified or replaced
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IT DIAGNOSTICS OVERVIEW
IT Diagnostics is a process within ST Scope that varies depending on the

situation
Objective
To analyze the IT AS-IS
To discover potential improvement areas
To deliver a foundation to Visioning and Transformation Design
To supply data for the Business Case
Categories of analysis
Business-IT alignment
Information systems
Organization and processes
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IT DIAGNOSTICS BUSINESS ALIGNMENT
Objective
To determine how well IT goals, objectives and activities are in alignment with
Company business strategies and objectives
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How the strategic alignment assessment supports the business case
Primary purpose
Understand how well the IT resources support the attainment of the

corporate strategy
Support for the business case comes from
Eliminating projects and initiatives that do not lead to the attainment of

the corporate goal
Realigning or adjusting the IT strategy to more clearly support the

corporate strategy
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Approach
Conducted executive interviews to determine business objectives and

priorities
Attended employee update on Strategy projects currently underway
Reviewed IT Strategy
Conducted IT interviews to determine status of IT Strategy and to understand

IT priorities and strategies
Conducted survey of 15 people in the Technology Planning organization

concerning the status of planning
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Strategies identified in July 1992 IT Strategy

1.
Portability, inter-operability, reusability
2.
Pursue open, integrated infrastructure
3.
Provide reliable communications infrastructure
4.
Consolidate work structure and functions
5.
Implement corporate data plan
6.
Partner with customers (internal)
IT Strategy assessment rating scale
Full conformance to world class standards
Partially implemented
In planning or set-up
Concept recognized and in discussion phase
Does not exist today
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Which means IT may be creating their strategy in a vacuum

Was an IT Strategy constructed to support the corporate strategy?
The team that developed the Plan had both IT and business expertise.
A non-redundant model of business processes was used to develop the IT

Plan.
The objectives and CSFs from the Business Plan are related to the business
model.
Gaps in application support for business activities documented in the model

are identified.
Gaps in the information needed to support business activities (as identified in

the business model) are identified.
IT projects are prioritized based on their support of business objectives and

CSFs.
IT project prioritization is approved by a cross-functional business team.
A comprehensive migration plan is defined to address identified gaps in IT

support.
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Key components of the plan appear to be missing. . .

Is the Plan of sufficient quality to guide the future of IT?
The Plan addresses the need to respond to changes in business direction and
priorities.
The Plan contains an application architecture, or blueprint of non-redundant

systems, required to support business processes.
The Plan contains a data architecture to support sharing of data among

business processes.
The IT planning process is supported by tools that integrate with lower life
cycle systems development processes.
The Plan contains an evaluation of tools, methods and techniques and an

action plan to address weaknesses.
The Plan contains an evaluation of IT skills and an action plan to address

weaknesses.
The Plan contains an evaluation of the IT organization structure and an action

plan to address weaknesses.
The Plan contains an evaluation of IT support and an action plan to address

weaknesses.
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Information resource goals and objectives generally do not provide clear

vision and direction
Is a corporate business plan available?
Was an IT strategy constructed to support corporate strategy?
Was a rigorous methodology used to construct the IT strategy?
Is the IT strategy of sufficient quality to guide the future of IT?
Has an environment been established for successful IT strategy execution?
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IT DIAGNOSTICS BUSINESS ALIGNEMENT FINANCIAL ANALYSIS
Objective
Identify how much the IT organization and its customers are spending
Determine controllable costs that could be eliminated and uncontrollable costs

that could be reduced
Build functional organizational charts showing specific numbers of full time

equivalents (FTEs) supporting IT processes
Develop a financial baseline which captures As-Is spending and capital levels
from which the business case can be derived from
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Method
Team with client financial worksites identified by the project lead and the
senior client
Working with them to gather information that will result in a completed

Financial Framework
Three key components:
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Multi-Year Expense Summary
Multi-Year Capital Expenditure Summary
Headcount by Function
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The numbers were in flux during the period of our review
Financials were gathered in the latter stages of next year's budget cycle
Much of the data was in process of management review during our analysis
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Monthly run rate for 2nd half is forecast to be up by $M
Y.T.D. spending
Straight animalization of Y.T.D. $ Million
Current view of total year $ Million
Increase over Y.T.D. Run Rate
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$ Million
$ Million
Monthly run-rate 1st half
Monthly run-rate 2nd half $ Million
2nd half monthly IT spending run-rate up % from first-half
Increase in run-rate $ Million
$ Million
Approach
Reviewed actual and planned capital spending by project for yeara to yearb
Reviewed Business Case support for major projects and classes of

expenditures
Assessed returns attained on a sample of mainframe and minicomputer

expenditures
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he benefits will be derived in three areas

Cost opportunities through improvement of operational efficiency & effectiveness
Reduce application maintenance costs
Drastically streamline new applications development environment
Alignment/prioritization of IT efforts with business
Improve operational effectiveness
Avoidance of low value capital expenditures
Functional/Business enablers
Support the current ongoing joint initiatives
Position IT for future initiatives
Competitive Positioning
Step change potential
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IT DIAGNOSTICS PROJECT BUSINESS CASE
Approach
IT Management identified 113 recently completed and 113 planned projects
Statistics for these projects were gathered from associated IT managers
Searched for business cases for surveyed projects
For 8 larger projects, attempted to locate business cases and resulting actual
costs and benefits
For the 4 where adequate detail was available, analyzed the business case
vs. actual costs and benefits
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Business cases do not generally contain rigorous and measurable

deliverables
Ability to budget at a lower level
Ability to download data to a PC for analysis; eliminates manual data entry to

spreadsheets
. . . following objectives: reduce costs, provide more flexibility and reliability.
. . . eliminate confusion and delay . . . greater editing capabilities
Enhance market and product planning
The Review Committee has never rejected any projects and there are no
formal approval criteria
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Business cases alone do not ensure good investment decisions
Business cases are not readily accessible
Project priorities may not be driven by business case components
Business case expectations are seldom realized
Benefits and costs are rarely monitored to track against business cases
Business cases lack trackable metrics
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IT DIAGNOISTICS INITIATIVES ASSESSMENT
Objective
Analyze and assess the alignment of the key IT initiatives with the business
and IT strategies
Analyze and assess the purposes of the key IT initiatives
Analyze and assess the management of the key IT initiatives from business
case development through implementation
How initiatives analysis supports the business case
Addresses, together with the Strategic Alignment Assessment and Project

Inventory,
whether the IT organization has focused its resources appropriately
whether it is capable of delivering the value expected from IT initiatives

and projects.
Current Initiatives provides intangible benefits, not quantifiable
In environments where significant resources are devoted to initiatives, it

may be of value to further analyze potential quantifiable, tangible
benefits.
Page 231
Approach
Reviewed Information Handbook
Reviewed Focus Interview results
Identified 113 initiatives and activities
Selected key IT initiatives with IT management
Reviewed key IT initiatives with initiative champion and team leaders
Analyzed key IT initiatives
Purpose and Strategic Alignment
Business Case and Initiative Management
Critical Success Factors
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IT DIAGNOSTICS USER SATISFACTION
Objective
Determine how well IT meets the application delivery needs of the customer
base
Assess how satisfied the customer base is with the level of service being
provided by IT
Identify opportunities for improving service by comparing customer

perceptions of importance with their degree of satisfaction
How customer satisfaction supports the business case?
A qualitative assessment based on customer perceptions of how well their

needs are being met
Building a business case requires the scores to be supplemented by other

quantitative data to more clearly identify opportunities for reducing cost
Possibilities for supporting a business case could come from:
Improving productivity by improving the testing and implementation

processes and the quality of documentation
Improving user productivity by increasing the reliability and/or availability

of data and system support etc
Page 241
What and how?

Purpose
To better understand the user perceptions of IT services in terms of

responsiveness, quality, planning and ongoing support
Process
Identified 104 users from across the organization
Distributed the survey by mail
Placed follow-up calls to recipients and faxed them a second copy
Received an additional 5 responses
Evaluated responses
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Opportunities
How to get at the root causes of the apparent customer apathy
How to deal with a major PR opportunity - perception is real, but not

necessarily fact
How to have your customers feel at least a partial sense of ownership over
both applications and support processes
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IT DIAGNOSTICS IT SERVICE UNIT ANALYSIS
Page 253
Costs
Actual (last year)
Budget
Salaries
Social Costs
Company cars
Training
Traveling
Hardware and software licenses
Leasing costs
Maintenance
Data communication
Facilities
External services
Supplies
Administration and office costs
Other costs
Depreciation
Page 254
Technology
Areas to cover:
Hardware
System software
Data communication
Application software
Facilities
Volume of operation
Ways to work
Service level
Page 255
System software
Software
Main operating systems
Compilers
Data bases
Data communication
Software development toolkits
Data center automation and control
Other supporting software
Maintenance / maintenance contracts
Financing
Vendors
Short term development plans
Development history
Policies
Page 256
Application software
Applications
e.g. systems map
Roll-out year
Tools
Written material
User guides
Technical descriptions and guides
Data center guide
Maintenance / maintenance contracts
Business dependency of software
Vendors
Short term development plans
Development history
Policies
Page 257
Volume of operation - Data center operations
Utilization rates of the central processors
Utilization rate of disk space
Amount of workstations connected to network
Workstations
Terminals
Printers
Other equipment
Amount of contacts from users to data center
Amount of printing
Response times
Service times
Periodical variation due to business
Expected development
Page 258
Way to work - Data center operations
Practices
problem management
assignments
backups
capacity follow-up
data security
reporting
Prioritization and scheduling
Automation
Invoicing / sharing costs
Expected development
Printing
Descriptions and documentation
Guides
general guidelines
information security
roll-out practices
mailing
problem management
Page 259
Continued
Statistics
capacity loads
service level
Plans
scheduling batch jobs
catastrophe
shifts
development plans
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Service level
Functionality
Sufficient information
Sufficient characteristics
Right characteristics
Reliability
Performance level
Expandability
Speed of completing the assignment
Attitude towards customer service
Ability to steer
Development
Page 261
Page 262
IT DIAGNOSTICS MANGEMENT PRACTICES
Objective
Understand how effectively the organization uses standard practices to

manage business demand and assure alignment across the organization
Determine whether the organization has standards that assure the use of a
repeatable and consistent application delivery process
Identify "best of practice" delivery processes and opportunities for wide scale
use by assessing multiple organizational units
Select specific opportunities for further analysis using detailed project probes,
DILOs, and brown papers
Measure the maturity of the organizations processes and practices
Identify opportunities for improving alignment, delivery and support

productivity, and quality
Page 263
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Page 265
We assessed management practices within IT and user organizations
Scope: 52 surveys distributed to representatives of:
Network/Finance
Billing
Customer Information Services
Approach:
Distributed surveys - 41 returned (79%)
Collected surveys and summarized data for performance, formality and

effectiveness of:
Information Systems Planning
Project Management
Delivery Process
Development/Production Interface
Performance Assessment
Conducted management practices workshops with 31 participants to

review summarized data, and identify current strengths and
opportunities for improvement
Page 266
IT planning: The front end of the delivery process is inconsistent and

ineffective
Systems planning (e.g. staff planning process) is not integrated with business
and user needs
The intermediate support groups are often removed from the end users and
may not have a clear understanding of their needs
Other groups define requirements, assign priorities and throw these over the
wall to IT
Priorities and requirements are constantly changing, resulting in chaos,

rework and throw away
IT is often viewed by end-users as unresponsive to their needs, yet IT doesn't

own the front-end of the process
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IT DIAGNOSTICS PROJECT REVIEW
Objective
Determine the elapsed time and the level of effort expended
Determine the risk that was undertaken and the way it was managed
Determine the quality of the end product
Determine the management techniques used
Identify opportunities for improving productivity by
increasing the use of automation
improving the use of structured, life cycle methodologies
enhancing training for IT professionals and users
Identify opportunities for enhancing cost/benefit ratios by
improving project management
monitoring costs
defining and obtaining projected benefits
delivering a higher quality product faster
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Page 272
Our analysis relied on detail project probes and brown papers
Detailed Project Probe
10 detailed probes completed by the project teams
Only 7 usable (data not available with sufficient rigor)
Brown Papers
8 Brown Papers (Process flows) of recently implemented applications

projects completed by project team members
Approach:
Identified 8 recently implemented applications systems
Guided key Project Team members through project process steps

and captured "as-is" process steps on brown paper
Validated process with systems developers and users
Analyzed systems, opportunities and findings
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Even if we make schedule, we pay a price in implementation and beyond . . .

Users
"It doesn't work in this site!"
"Where is the documentation?"
"The response time is 5 minutes, not 5 seconds!"
"When are we going to get trained on this?"
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Page 278
IT DIAGNOSTICS TOOLS, METHODS & TECHNIQUES
Page 279
To answer this question, we worked with:
Network/Finance
Billing
Customer Information Services
Key activities
Questionnaires were sent to 48 PG5 managers
Questionnaires were completed by the managers and their direct reports
Questionnaire results were summarized and analyzed
Findings were validated in workshops with representatives from the

various organizations
We achieved:
Page 280
Response rate = 100%
100% representation at the workshops or follow-ups
Page 281
Our analysis shows that less than 10% of the organization has access to
modern tools
"We have the tools, but we aren't using the whole integrated approach so
we lose most of the benefit."
"We developed 25% of our code using a CASE tool but now we only have
15% of that code running in production The rest has been rewritten
manually to improve performance."
"We bring in tools and expect people to know how to use them immediately
when they can't, they get kicked."
"You shouldn't use a new, untried tool to develop a mission-critical

application."
"Tools and information get thrown over the wall."
"If our management was running the department of defense, we'd be at war
before we hired the troops, and they would want to know who failed to
forecast the war."
"My boss thought the term 'Tools' referred to plastic flowchart templates."
Page 282
Methods and techniques can be significant enablers
How to establish performance measures and objectives for the standard

delivery process
How to provide ongoing education and support for the standard delivery
process
How to develop a standard delivery process that leverages state-of-the-art

methods and techniques
How to continuously refine the standard delivery process based on

performance information
How to develop roles and responsibilities to support the standard delivery

process
How to develop and support consistent levels of usage of the standard

delivery process, both inside and outside IT
Page 283
Page 284
IT DIAGNOSTICS TECHNICAL ENVIROMENT
Objective
Identify and communicate the As Is Technical Environment and assess its
ability to enable applications software to meet changing business needs.
Identify the quick-hit initiatives
Identify findings restricting the technical environments ability to efficiently
and effectively enable applications to meet the needs of the business
Deliverables
As Is Technical Environment, such as:
Configurations
Communications maps
Geographic Maps
Applications running in the architectures
Investments
Support costs
Vendors
Architectures
Standards
Quick-Hit inventory of opportunities, associated initiatives, and identified
benefits
Findings and next steps
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"As Is" technical environment
Identify and describe the make-up of the "As Is" technical environment
including, as appropriate:
computing hardware and related costs, support staff, standards and

vendor agreements
software and related costs, support staff, standards and vendor

agreements
network hardware, software and related costs, support staff, standards

and vendor agreements
Assess the effectiveness with which the "As Is" technical environment enables
the fulfillment of existing and emerging business needs
Identify quick hit initiatives that will provide near term benefits
Recommend next steps to address technical environment improvement

opportunities
The technical environment assessment effort is relatively short in duration.

While one of the results of the assessment is the identification of "quick hit"
opportunities, the real benefit will be realized only by fully pursuing the steps
identified as necessary to take advantage of the enhancement opportunities.
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IT DIAGNOSTICS SYSTEM ARCHITECTURE
System architecture clarification
Objective
Assess how effectively the architecture supports the value chain and the
business processes
To find out the structural elements that lead into functional quality
perceptions
Assess the quality of the corporate information architecture
Identify the factors driving resource demand and consumption
Method
Interview for Policies etc.
Brown Paper Systems Map
Page 293
Possible benefits
Limiting the expenditure on applications with low functional and technical

quality
Marketing those generic applications with high value to external organizations
Standardizing the types of technologies used
Limiting dependency on and cost of external vendors
Reducing the cost of resolving application and data synchronization errors
Reducing the level of functional and data redundancy within the value-chain
Reducing application downtime resulting in user cost reductions or benefits

improvements (number of hours downtime times user population)
Reducing or improving alignment of maintenance spending
Improving operations due to rerun reduction (percent of reruns times

production costs)
Reducing the cost of parallel application systems and data bases which have
extended conversion schedules and/or enhancements planned
Page 294
Potential tasks
Complete the analysis of application, data base and network data.
Determine how well specific applications meet the current and required
business needs
Evaluate what specific business functions along the value chain are being
effectively supported by multiple applications
Evaluate the level of functional and data redundancy specific to each area
within the value-chain
Identify parallel application systems and data bases which have extended
conversion schedules and/or enhancements planned
Identify business functions which are performed manually and not supported
by any application systems
Identify existing process synchronization and data integrity issues
Identify the level of dependency on external vendors within the value chain
Identify the cost level of enhancements to existing application systems and

data bases
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Approach
122 major applications selected from total application portfolio
47 key applications selected from the 122
Key applications mapped against the value chain
Major information flows were noted
Major databases identified
Applications summarized by:
Functions
Interfaces
Age
Installed locations
Hardware/software platforms
Language
Databases summarized by
Contents
DBMS
Structure
Size
Installed locations
Functional and data redundancy identified
Combination of additional data collection and work done on previous analysis
streams
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Opportunities
How to create a revolutionary, not evolutionary, approach towards IT

transformation and establish a long-term commitment to its attainment
How to eliminate unnecessary "Fire Fighting" and focus on cross coordination

for resolving critical issues
How to accelerate movement toward standard architectural platforms:
Reduce the variety of hardware/software
Eliminate the tendency to create "over engineered" system designs
How to eliminate the unnecessary/undesirable functional and data

redundancy
How to develop a common approaches to system design/development
Page 308
IT DIAGNOSTICS SYSTEM FUNCTIONAL AND TECHNICAL

QUALITY
Page 309
Objective
Determine how well specific applications meet the current and required
business needs
Evaluate how well specific business functions along the value chain are being
effectively supported by applications
Identify opportunities for improving applications by comparing customer

perceptions of quality with benchmarks and internal scores
Improve applications by understanding the specific quality drivers as

perceived by the customer
Page 310
Objective: Functional Quality (Users rating IT)
Determine how users rate the quality of IT support in helping them work
faster, better, and smarter
Data Accuracy
Reliability
Ease of Use
Documentation/On-line help
Data Currency
Security
Responsiveness/Timeliness
Output
Special Requests
Functional Requirements
Cost Effectiveness
All Attributes rated on "Quality Provided" and "Importance"
Page 311
Page 312
Objective
Determine how well a specific application meets current standards for quality
of technical architecture, ease of maintenance, and operational effectiveness
Compare IT staff perceptions of quality with benchmarks and internal scores

resulting in opportunities for improvement
Understand how applications can be improved by assessing specific drivers of

quality
Objective: Technical Quality (IT rating IT)
Determine how IT professionals rate current systems technical structure
Application Design (structure, complexity, adaptability. . . )
File/Database Design (low redundancy , synchronization, sharing . . .)
Security & Quality Controls (security, standards, edits/audits . . .)
Technology (tools & techniques, hardware utilization . . .)
Documentation (complete, accurate, current . . .)
Problem Recognition Recovery (change management, assess & test . . .)
Efficiency & Ease of Operation (memory, I/O, network . . .)
Outages & Reruns (downtime, reruns, abends . . .)
Execution & Recovery (disaster recovery, documentation . . .)

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Page 317
Approach
IT identified key systems across all functional areas
Distributed 72 Technical Quality questionnaires (68 returned) (94%) and 104

Functional Quality questionnaires (72 returned) (69%)
Compared our results to a normative database to establish performance

comparisons
strengths
Both users and IT professionals agree that appropriate security measures are
in place
Users do not feel cost effectiveness is a key system concern
Response rates indicate that IT professionals desire to address the issues
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Page 323
Three areas critical to technical quality need immediate attention
Technical Quality Drivers Rating (65 = Standard)
File/Database Design
Documentation
Problem Recognition Recovery
Application Design 67.0
Technology 67.2
Execution & Recovery
Efficiency & Ease of Operation
Security & Quality Controls 79.4
Outages & Reruns 82.8
Page 324
56.2 *
60.4 *
61.6 *
68.4
72.3
Summary findings
Almost three quarters (71%) of the systems examined did not meet Functional
Quality performance criteria (55 systems examined)
80% of "systems" examined did not meet benchmark
Majority failed to meet satisfactory levels for Functional Quality performance

criteria deemed "most important"
Nearly half of the 68 systems reviewed failed to meet Technical Quality

benchmarks
13 systems were below standard in both Technical and Functional Quality
Functional and Technical Quality issues significantly drive up development

and maintenance costs as well as dramatically increase "time-to-perform"
Page 325
Page 326
IT DIAGNOSTICS ACTIVITY ANALYSIS
Objectives
Provide quantifiable information on the use of IT staffing resources
Identify functional redundancies and organizational overlaps
For example
Amount of time being spent on non-value or low-value activities
The corresponding people equivalents for the time spent on non-value or

low-value activities
The levels of redundant work caused by functional redundancies or

overlaps
The actual dollars associated with the inappropriate time use
Page 327
Page 328
Approach
Purpose: Develop a time-usage profile across the IT organization
Respondents came from all levels of the organization, from craft employees to
PG7 directors, creating a cross section of the IT organization
Survey document was sent to more than 180 employees (160 returned)
Responses were summarized by functional groupings, which frequently

crossed RC lines
Planning
Administration (management)
Analysis & Programming
Technical Support
User Support
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Page 333
Day-In-The-Life-Of (DILO) studies were done to validate the results
Approach
Experience a day with one individual from each of the following functional
groups
Planning
User Support
Technical Support
Application Development
No evaluation of the individual - confidentiality assured
Gain an understanding of:
Time spent in each category
Processes used
People/culture
Strengths and opportunities
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Page 338
IT DIAGNOSTICS IT ORGANIZATION & PROCESS MANAGEMENT

PRACTICES FORM
IT Services
IT Diagnostics
IT Organization and Processes Management Practices
Form
Status:
Version:
Draft
0.1
Release Date:
Page 339
Document Control
Author
Document Source
Document Approval
Amendment History
Issue
Date
Amendments
Completed By
Distribution List

IT
Page 340
Stakeholders
Introduction
Purpose
Describe the purpose of the document. Describe the intent of the document and any
deliverables resulting from the document.
Scope
Include in this section the scope of the document. What will be in scope and out of
scope for this document?
Audience
This document is relevant to all staff in <company name>
Ownership
IT Services has ownership of this document.
Related Documentation
Include in this section any related documents and reference numbers and other
associated documentation
Management Processes Assessment
Purpose of this Analytic
Determine the extent to which industry best practices are used.
Determine the extent to which processes are defined and repeatable.
Identify opportunities for improvement.
Page 341

IT Business Management Processes
Process
Comments
Multi-Yr Strategic Plan

Staff Development Plan
Multi-Yr Technology Plan
Cost Accounting
Opportunities for Improvement:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
________________________________________________________
Process
Description
Strategic Plan
This plan will identify major business

issues, their IT implications and the
strategies (i.e., resource allocation) to be
employed by the IT organization to meet
the identified business needs. Look for
alignment of expenditures with business
needs. This plan should address cost
targets, service levels and improvement
targets for IT processes. Make vs. buy
(outsource) criteria should be addressed
by this plan.
Staff Development
Plan
This plan will identify the staffing

implications of the strategic and
technology plans and will indicate how the
organization intends to prepare staff to
meet the indicated requirements.
Typically this plan will include a skills
inventory and training and hiring
strategies.
Technology Plan
Page 342
This plan will address capacity planning,

platform standards and means to control
standards compliance. Includes security,
References
Shaping the Future, Peter
Keen

software distribution and recovery. Does
the plan support the strategy? Improve
development effectiveness? Manage
cost?
Cost Accounting
Processes used to record and summarize

major cost elements for budgetary and
customer chargeback. Should address
major elements such as computer usage,
development, enhancement, support,
overhead, telecom, etc. Does the cost
accounting system reveal detail to
support analysis of the strategy and the
staffing plan?
Demand Management Processes

Process
Comments
Work Request Process

Prioritization Process
User Controlled?
Estimating Process
Commitment Mgmt
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Page 343

Process
Description
Work Request
Each request for IT services should be

approved by the paying customer.
Request should specify the category of
work (dev/enhancement/rework/support),
estimated effort, expected benefit or
business reason, proposed schedule,
description of requirements and
significant risks.
Prioritization
References
Work requests should be prioritized by

customers using a defined process.
Information Strategy &

Economics ; Rohm &
Haas Prioritization
Process
Estimating
Estimates should be developed for all

significant efforts using a defined process
which includes reality testing estimates
against past performance and/or industry
benchmarks.
Software Engineering
Economics; Applied
Software Measurement
Commitment
Management
The process by which the IT organization

makes (and changes) commitments to
customers, including management of
requirements changes and approvals
thereof.
Managing the Software

Process (5.1)
Project Management Processes

Process
Planning Process
Progress Review Process
Quality Assurance
Effort Accounting
Status Reporting
Scheduling
Devel. Methodology
Contract Management
Post-Implementation Review
Page 344
Comments/Tools

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
Planning
An effective planning process is the

responsibility of the project manager and
will include identification of tasks to be
performed, definition of required
deliverables, assignment of resources,
scheduling and definition of dependencies
with other tasks. The result is a formal,
documented plan which has been
reviewed and approved by the project
team, IT management and the customer.
Progress Reviews
Scheduled reviews and designated

participants; defined agenda.
Quality Assurance
The plan and schedule must include

appropriate time and resources for
walkthroughs/inspections and for
consequent rework.
Effort Accounting
The process for recording and verifying

effort expended against the plan.
Status Reporting
The process for recording and verifying

task completion.
Scheduling
Typically Gantt or Critical Path. Large

projects should use critical path method.
Development
Methodology
May include Prototyping, Large Projects,

Small Projects, Information Engineering,
Object Oriented and Purchase Package.
Rate the organization in relation to those
methods which are relevant.
Contract
Management
Processes used to develop issue and

evaluate Requests for Proposal;
processes used to manage contractor
References
Project Planning,
Scheduling & Control,
James P. Lewis; Practical
Project Management,
Meilir Page-Jones
Page 345

performance after selection, including
quality assurance process, project
reviews, issue tracking and acceptance
process.
Post-Implementation
Review
The process used to capture lessons

learned and to evaluate business benefit
realized.
Development Standards
Process
Process Modeling
Data Modeling
Design
Programming
User Interface
Test Processes
Test Coverage
Regression Testing
Defect Tracking
Defect Causal Analysis
Configuration Mgmt.
Comments/Tools
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Process Modeling
Data Modeling
Design
Page 346
Description
References
Typically Data Flow Diagrams or flow

charts
Entity Relationship Diagrams
Standards for complexity, documentation
standards
Measuring Software
Design Quality, Card &
Glass

Programming
Naming convention, style guide, control

structure standards
User Interface
Common User Access (CUA) or

comparable
Test Processes
Unit, integration, system, user

acceptance, performance, security, etc.
as appropriate.
Test Coverage
see Beizer
Software Testing and

Quality Assurance, Boris
Beizer
Regression Testing
Re-testing against a known baseline

when modifications are made to a system
previously tested. Test data, test results
and test scripts/procedures are
configuration controlled to permit re-use.
Beizer
Defect Tracking
Recording of inspection and test defects
Grady
Causal Analysis
Promote prevention & early detection.
Grady
Configuration Mgmt
Identification & version control of

deliverables
Requirements Analysis
Process
Comments/Tools
Joint Appl. Design (JAD)

Process Modeling
Data Modeling
Event Modeling
Cost Benefit Analysis
Risk Analysis
Prototyping
Walkthroughs/Inspections
Page 347

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
References
JAD
Facilitated sessions featuring trained

facilitator and extensive user participation
Joint Application Design,

Judy August
Process Modeling

charts
Data Modeling
Entity Relationship Diagrams,

normalization
Event Modeling
Modeling of complex transactions;

commonly used in real time systems
Cost Benefit
Analysis
Process used to identify & quantify

business benefits
Risk Analysis
Process used to identify and manage

risks
Boehm (IEEE), Rohm &

Haas Prioritization
Process
Prototyping
May be used as a specification discovery

process or evolved to an operational
system. Criteria governing which
approach when should be specified.
Structured Rapid
Prototyping, Connell &
Shafer
Walkthroughs/Inspe
ctions
In-process quality assurance techniques.

Inspections have been shown to be most
effective.
Software Inspection
Process, Strauss &
Ebenau
Page 348

Design Processes
Process
Comments/Tools
Joint Appl. Design (JAD)

Process Modeling
Data Modeling
Event Modeling
Risk Analysis
Prototyping
Complexity Analysis
Defect Tracking
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
JAD
Facilitated sessions featuring trained

facilitator and extensive user participation
Process Modeling
References
Joint Application Design,
Judy August

charts
Data Modeling
Entity Relationship Diagrams,

normalization
Event Modeling
Modeling of complex transactions;

commonly used in real time systems
Risk Analysis
Process used to identify and manage

risks
Boehm (IEEE), Rohm &

Haas Prioritization Process
Page 349

Prototyping
May be used as a specification discovery

process or evolved to an operational
system. Criteria governing which
approach when should be specified.
Structured Rapid
Prototyping, Connell &
Shafer
Complexity Analysis
Limiting complexity has been shown to

reduce defects, leading to higher
productivity
Measuring Software
Glass; Grady
Walkthroughs/Inspe
ctions

effective.
Software Inspection
Process, Strauss &
Ebenau
Defect Tracking
Grady
Causal Analysis
Grady
Construction Processes
Process
Comments/Tools
Code Generation
Structured Programming
Code Re-use
4th Generation Lang.
Defect Tracking
Complexity Analysis
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Page 350

Process
Description
References
Code Generation
Coverage refers to % of code generated
Structured
Programming
Standard control structures, absence of

GOTOs
Code Re-use
Copybooks, etc.; coverage refers to % of

code re-used
4th GL
Coverage refers to % of code in 4GL
Defect Tracking
Grady
Causal Analysis
Grady
Walkthroughs/Inspe
ctions

effective.
Software Inspection
Process, Strauss & Ebenau
Complexity Analysis

productivity. PathVu, Inspector, other
code analysis tools.
Measuring Software Design

Quality, Card & Glass;
Grady
Testing Processes
Process
Comments/Tools
Test Plans
Test Coverage Analysis
Regression Test
Defect Tracking
Page 351

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Test Plans
Test Coverage
Description
References
Unit, integration, system, user

acceptance, performance, security, etc.
as appropriate.
Software Testing and

Quality Assurance,
Boris Beizer
see Beizer
Regression Testing

Beizer
Defect Tracking
Grady
Causal Analysis
Grady

effective.
Software Inspection
Process, Strauss &
Ebenau
Walkthroughs/Inspe
ctions
Implementation Processes
Process
User Acceptance Test
User Training
User Documentation
Help Desk
Page 352
Comments

_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
Process
Description
References
User Acceptance
Test
User specified and user witnessed test to

demonstrate readiness for
implementation. May include production
parallels.
User Training
User Documentation
Help Desk
Single point of contact for user questions

and problem reporting.
Development/Production Interface
Process
Comments/Tools
Turnover Process
Production Library Mgmt
Devel. Library Mgmt
Test Library Mgmt
Problem Tracking
Technology Version Ctl
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Process
Description
Turnover Process
Method used to transition programs, JCL,

etc. from development libraries to
production libraries. Typically requires
documentation, recovery procedures, etc.
Production Library
Mgmt
Processes used to maintain version

control.
Development Library
Mgmt
Processes to maintain version control of

source and object libraries. May include
automated documentation control.
Test Library Mgmt
Process used to maintain version control

of test data and results. Includes
regression test sets.
Problem Tracking
Similar to defect tracking, but refers to

systems in production. May include both
defect history and status information such
as assigned to, due date, etc. to enable
problem status tracking.
Technology Version
Control
Process used to control testing and

distribution of new platform
versions/releases. Should include means
to assure testing of potential impacts
before release and for fall-back/recovery
when problems are discovered.
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References

Maintenance Processes
Process
Comments/Tools
Problem Tracking
Re-Engineering
Release Control
Complexity Analysis
Regression Testing
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_________________________________________________________
Process
Description
Problem Tracking
Similar to defect tracking, but refers to

systems in production. May include both
defect history and status information such
as assigned to, due date, etc. to enable
problem status tracking.
Causal Analysis
Re-Engineering
Processes used to promote life extension

of installed systems.
Release Control
Approach used to package multiple

changes into scheduled releases. Such
processes tend to improve reliability by
improving testing.
Complexity Analysis

productivity. PathVu, Inspector, other
code analysis tools.
References
Grady
Measuring Software
Glass; Grady
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Regression Testing

Beizer
Performance Assessment / Metrics

Process
Comments
Functional Quality
Technical Quality
Customer Satisfaction
Develop. Defect Density
Maint. Defect Density
Development Productivity
Maintenance Productivity
Cost of Quality
Support Rate
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Process
Description
FQ
Survey
TQ
Survey
Customer
Satisfaction
Survey
References
Devel. Defect
Density
Defects/KLOC or Function Point (first 12

months in production). Use whatever time
periods you can get and extrapolate to 12
months. Distinguish ABENDS from user
reported problems.
Maint. Defect
Density
Defects/KLOC or Function Point (last 12

months)
Development
Productivity - Effort
KLOC or Function Points / Person Month.

Again, use available periods.
Develop.
Productivity Schedule
KLOC or Function Points / Calendar

Month
Maint. Productivity
KLOC or Function Points / Person Month
Cost of Quality
Time accounting to reveal time spent on

Performance/Prevention/Appraisal/Rewor
k
Support
Process
Quality is Free, Philip

Crosby
KLOC or Function Points / Full Time

Equivalent (Support only - excludes
maintenance)
Comments
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Process
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Description
References
IT DIAGNOSTICS PROJECT REVIEW FORM
IT Services
IT Diagnostics
IT Organization and Processes
Project Review Form
Status:
Version:
Draft
0.1
Release Date:
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Document Control
Author
Document Source
Document Approval
Amendment History
Issue
Date
Amendments
Completed By
Distribution List

IT
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Stakeholders
Introduction
Purpose
Describe the purpose of the document. Describe the intent of the document and any
deliverables resulting from the document.
Scope
Include in this section the scope of the document. What will be in scope and out of
scope for this document?
Audience
This document is relevant to all staff in <company name>
Ownership
IT Services has ownership of this document.
Related Documentation
Include in this section any related documents and reference numbers and other
associated documentation
Page 361

SYSTEM MANAGER INTERVIEW
Interviewee:
Years with the Company:
Years in Management:
Time in Current Position:
Title:
Department:
Interviewer:
Date:
Client
Years with company:

Years in position:
Your responsibilities:
Organisation chart:
What are the services of your department / group?

a. What are the strengths of your department?
What are the key systems that your organization is responsible for?
Name
Purpose
Technology
Describe information management / IT environment
a. Main hardware used?
b. Network architecture?
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Owner
Age

c. Draw or attach a picture?
d. Wide area connections?
e. Draw picture?
f.
Does the architecture serve the operation and the development of it?
g. If not, what would you change? Why?
Where are the most important central systems located?
a. How are they accessible?
b. Is the arrangement correct? Economically? From service level

point of view?
c. What would you change?
Where are the most important repositories located?
a. How are they accessible?
b. Are the solutions right? If not, what would you improve?
How do the applications exchange information?
a. What is the application architecture?
b. Draw or attach a picture.
c. Where are the bottlenecks / shortcomings in this architecture?
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d. How would you improve the architecture?
What would be the
benefits?
How would you rate the current infrastructure?
a. What services are received today?

wide area networking
internal mail
external e-mail
calendar
bulletin boards
replicated data bases
application platform
other: what?
b. What services would you need that are currently missing?
What are the IT recommendations from the corporate?
a. How would rate them?
b. How would you improve them?
Is there a valid IT strategy in your business unit?
a. How does it support the business and business strategy?
Organization and responsibilities in prioritizing development tasks
a. Organisation and responsibilities in developing / enhancing systems?
b. Organisation and responsibilities in running the systems and

maintaining them?
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c. Organisation and responsibilities in technology
and architecture
development?
d. Organisation and responsibilities in infrastructure development?
e. Organisation and responsibilities in financial control of IT?
f. Organisation and responsibilities in skills development?
What is the IT cost structure?
a. What is the best way to analyse it?
How is information security managed?
a. What are the major issues of security?
What are the currently on-going major projects? What is the purpose?
What is your IT vision?
a. What are the barriers of getting there?
Should we see or hear other people? Who?
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CHANGE MANAGEMENT UNDERSTANDING CHANGE
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These are the characteristics of change.

Ask group to respond to list using global issues as examples (e.g., countries,
governments, technology, etc.).
Key Messages
As human beings, we are always experiencing change, it is in fact how we develop.
What we will ultimately be addressing today is an individuals response to planned
organizational change.
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Some things that we have talked about that seem to be universal truths about
change could be summarized in these words. Have group give some examples
(optional).
Key Messages:
We must distinguish between change at the organization level, the group level and
the individual level.
These levels are rarely clear cut but we must target interventions appropriately.
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Characteristics of High Performance Organizations
Tom Peters, in Thriving on Chaos, says that a successful corporation in the

1990s and beyond will:
Achieve flexibility by empowering people
Create total customer responsiveness
Pursue fast-paced innovation
Learn to love change
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It is useful to have some models to aid us in understanding the process of change.

Kurt Lewin created this three step universal change model and an associated theory
on how to make change occur more than 40 years ago.
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Think back to a change situation (as a group) youve just recently experienced (local
election, changes to church procedures, etc.).
Remember how successful the change was. Were your feelings dealt with?
Did you feel you knew enough about it before it happened? Its impossible to over
communicate, when you think youve told people as much as you cantell them all
over again.
Did you feel confident enough about what to expect and what would and would not
be impacted? Help identify zones of stability for people. For example, develop
What will be different charts for people as they understand the strengths of the
current environment and being retrained.
Could you have done something to prevent this change? Reduce defensiveness
and any implied blame for creating the problems that now must be changed. For
example, emphasize that they have been successful but now must reach for the next
level of effectiveness.
Ask the group for any other techniques that would reinforce unfreezing (e.g., explain
changes clearly and in detail).
Key Messages:Your role as a change agent is to help shepherd each individual
through the change process.
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Communicate a winning theme for change and emphasize the benefits to the
individual
(Ask the group: How to engage an individual in the change process who may not
feel he or she will personally benefit from change?)
Conduct regular coffee talks, personal touch sessions or other forums for people to
discuss change and their reactions to it with organizational leaders
Provide individuals with opportunities to express ideas or concerns, actively listen to
them, act on their ideas in a timely way and give feedback to them on the result
Your role is to ensure that at the end of every NWT meeting or implementation
workshop/coaching session, etc., that each individual is focused on next steps to
promote change
Ask for other techniques e.g., organizing a change management structure to
facilitate decision-making
Key Messages:Provide individuals with support mechanisms keep individuals
focused on the change and their specific role in the change
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If your goal was to implement high performing work teams then ensure that the
individuals compensation reflects team based performance.
Build self-confidence and self-esteem. Balance sense of loss with sense of gain.
Ensure that performance measurements are in place to highlight success and
underperformance. Also, coach individuals to effectively take corrective actions
Conduct major company-wide events and perhaps provide a momento of the change
process such as a T-shirt. You're dealing with survivors of the change and you
must be resistive to the perception of dancing on the graves of the departed.
Ask for other techniques, e.g. continue with Executive Steering Team to
manage refreezing process.
Key Messages
Ensure that individuals are reinforced for new behavior.
Continue to communicate successes and deal with feedback.
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Anger
Individuals angry about the change may:
Sabotage the change efforts
Play shoot the messenger
You may coach the individual by:
Acknowledging legitimacy of anger
Distinguishing between feelings and inappropriate behavior
Redirecting the blame on the change agent to being challenged by the

real reasons necessitating change
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Depression
An individual depressed about change may:
Express a loss of control over the work environment
Increase absenteeism
You may coach the individual by:
Providing a series of specific next steps and following up frequently
Reinforcing positive actions the individual takes
Acceptance
Signs of individuals accepting change includes:
Expressing ownership for solutions
Being focused on achieving benefits
You may encourage acceptance by:
Providing recognition for his/her efforts
Utilizing the individual as a coach or mentor for others
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Critical Success Factors for Implementing a Successful Major Change
Build a shared vision
Set clear goals
Involve participants
Encourage cultural awareness
Expect continuous communication
Develop realistic resource requirements
Recognize in timely fashion
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CHANGE MANAGEMENT TASKED BASED TEAMS
The objectives of different types of teams
Get the project work done well:
Teams with the right people, right skills, right knowledge, and right
access.
Get the work done quickly and efficiently.
Develop and effectively leverage client team members.
Obtain the full benefits of effective team work:
Faster results.
Shared experience.
Leveraged management.
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A Natural Work Team is a group of people who work together to solve a

specific problem and help implement the solution.
Cross-functional client team with constant membership of 612, facilitated by

consultant (or trained client).
Meets formally on a regular basis.
Process driven, but not content free.
Top-down specification of problems, bottom-up development of solutions.
Action-oriented: champions the implementation of solutions.
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Expected outcomes of a Natural Work Team
Realistic solutions based on team expertise.
Solutions that address cross-functional requirements and integration issues.
Client buy-in and ownership of recommendations and implementation.
Insider information and influence available to identify and overcome

organizational resistance.
Page 393
A Rapid Action Team is a small group of people who implement an obvious

improvement or quick-hit during the early stages of a program
Full-time team (46) in action for 26 weeks:
Finite, short term duration: avoid dissipating resources and impact by

over-running.
Complementary to, and in parallel with, the ongoing work of other teams
developing longer term solutions
Focused at lower management/supervisory level.
One department at a time.
Focus on tactical targets.
Simple, easy to fix solutions spinning out of Scope and As-Is Analysis.
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Expected outcomes of Rapid Action Teams
Early implementation to achieve measurable benefits and results.
Develop and implement training tools and procedures.
Promote top client buy-in through early successes.
Build lower-level client enthusiasm through early opportunity to contribute.
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Expected outcomes of a Joint Team
A cadre of fully trained change agents and general management high fliers.
High visibility and promotion of positive effects of change project.
Solutions from all streams of the project which will be integrated at

implementation.
Progressive transfer of ownership of project and its outcome from xx to client

personnel.
Set of champions at implementation stage.
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The objectives of integration across teams
Plan and manage program work teams (and work streams) effectively, to
enable and encourage relevant information flows:
Manage the critical path within program activities: this may only
gradually become apparent
Communicate the right things at the right time
Meet to discuss issues which impact more than one team
Allow shifts of direction or emphasis to accommodate relevant

findings/hypotheses from other teams:
Or to provide inputs needed by other work teams
Ensure individuals or specific constituencies within organization hear

consistent or complementary messages
Ensure the whole vision is more than the sum of the parts
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CHANGE MANAGEMENT COACHING AND FEEDBACK
Why Use Coaching?
The objective of coaching is to achieve and embed positive changes in

behavior
Changing behavior is a learning exercise
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Learning Is Most Effective, When an Individual ...
Can see the relevance and value to themselves and their work
Builds upon existing experience
Is ready to learn
Learns activelynot passively
Consolidates the learning by practice
Can monitor their own progress
Can see where things fit together
Page 402
A Good Mentor
Treats people as equals
Keeps an eye open for opportunities for his/her protg to learn and accept
new responsibilities
Makes culture explicit and understandable
Assists protg in understanding their power/limits
Is not threatened by his/her protg exceptional ability/skill
Wants his/her protg to succeed.
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Counseling Tends to Be Problem Oriented
When an individual
Isnt performing as well as usual
Doesnt improve performance after educating/coaching
Asks for help to solve a personal issue
Is unsure about what to do next
Experiences failure or disappointment
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Plan: Preparing for Coaching
What is the behavior you think needs changing or strengthening
What is the behavior (goal) you want
Is the problem one of knowledge or willingness or both
What resistance/reaction is likely
What is my Action PlanHow will I make it ours
Page 407
Do: Conducting the Coaching Session
Set the climate
Set expectations
Get/give feedback
Develop the action plan
Reinforce
Page 408
Do: Set Expectations
How long session will last
Why hold the session
What is desired outcome
What do you wish to achieve
What does the other person expect from the session
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Do: Develop the Action Plan
Identify the strengths noted
List activities to maintain strengths, milestones and goals
Identify the needs noted
List activities to develop needs, milestones and goals
Outline the resources needed
Agree on the plan as a joint commitment
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Review: Assess the Session and Follow-Up
Ask yourself:
Did the session achieve the objectives
What went well
If I had to do it again, what changes would I make in my approach
What follow-up coaching is required
What is my role in the Action Plan
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There is Two Types of Feedback

Positive and Constructive
Id Like to Receive Positive Feedback When I
Exceed performance standards by a noticeable degree
Assist others in meeting their standards
Volunteer for a difficult or unpopular job
Consistently perform well for a long period of time
Offer suggestions on ways to improve procedures or product quality
Make an effort to improve
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Constructive Feedback Must Be Handled with Care
Often negative experience for both parties
Can alienate:
Hostile
Angry
Generally non-cooperative
To Minimize Resistance/Conflict, Ensure That Constructive Feedback
Is motivated by an honest attempt to help both the individual and the

organization
Is based on dialogue, not monologuetalk to the individual, not at him/her
Is given at time/place individual is ready to receive
Results in a consensus about the problem
Focuses on behavior/performance not personality
Offers specific suggestions for improvement
Concludes with specific action plans
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In Summary, Positive Coaching Behaviors Include
Focusing on behaviornot personality
Focusing on small, manageable pieces of behavior change
Listening to and trying to understand the other persons opinion
Explaining fully and specifically what the other person needs to do
Agreeing on an Action Plan but having them take the A for execution
Catching people winning
Involving the other person in developing the solution
Assuring commitment to the Action Plan
Transferring ownership for implementation
Communicating and following up until the action is complete
Page 414
CHANGE MANGEMENT OVERCOMING RESISTANCE TO CHANGE
50 Reasons Why It Wont Work

1.
We tried that before.
2.
Our systems are different
3.
It costs too much.
4.
Thats beyond our responsibility.
5.
Thats not my job.
6.
Were all too busy to do that.
7.
Its too radical a change.
8.
Theres not enough help.
9.
Weve never done it before.
10.
We dont have the authority.
11.
Theres not enough time.
12.
Lets get back to reality.
13.
Thats not our problem.

Page 415
Continued
14.
Why change it? Its still working OK.
15.
I dont like that idea.
16.
Youre right, but
17.
Youre two years ahead of your time
18.
It isnt in the budget.
19.
Were not ready for that.
20.
Sounds OK but impractical.
21.
Lets give it some more thought.
22.
Thats my bowling day.
23.
That doesnt affect me or my child.
24.
Nobody cares about that.
25.
Weve always done it this way.
26.
It might not work.
27.
Not that again!
28.
Whered you dig that one up?
29.
We did all right without it.
30.
Its never been tried before.
31.
Lets shelve it for the time being.
32.
I dont see the connection.
33.
What you are really saying is
Page 416
Continued
34.
Lets not be the first.
35.
Maybe that would work in your department but not in mine.
36.
The administration will never go for it.
37.
It cant be done.
38.
Its too much trouble.
39.
Its impossible.
40.
Youre not here to think.
41.
Cant teach an old dog new tricks.
42.
Let me think about that and Ill get back to you.
43.
Lets wait until the next generation.
44.
Legislation says (I cant remember) we cant do that.
45.
We cant fight city hall.
46.
Thats old/new business and cant be discussed now.
47.
Thats too serious a subject.
48.
No one is interested.
49.
Its too early to think about it.
50.
Its too late to start.
Page 417
Why Do People Resist Change?
The phrase, overcoming resistance, indicates an adversarial relationship

since resistance is an emotional process, the key is understanding it
People resist change because the change is:
Perceived by them to be negative , and
They do not want to deal with the reasons for it
Resistance is a way of expressing feelings of concern about making a

change
These concerns tend to be:
Concerns over loss of control
Concerns over vulnerability
Your task is to help the person who is resisting change to express these
concerns directly
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Acknowledging Resistance: Hints for the Right Words
How you feel:
Authentic:
Your perceptions of how they feel

Encourages person to do the same
Assertive:
Direct, without putting anyone down
Use I statements
Descriptive, not evaluative
Page 420
Identify the resistance: mind over matter

Form of Resistance
Sounds Like
Intellectualizing
"But how would this compare to test

standards commonly employed at"
"When we project this into our global
strategy for the year stardate 2073.5"
Moralizing
"Of course, that's the way they do it in

the West Cupcake office, but here"
"You could do it that way, but we have a
firm belief here that we will not"
Page 421
Identify the resistance: if I say yes, will you go away?

Form of Resistance
Sounds Like
Flight into health
"Your study showed that as a big

problem so we took care of it"
"That's slowed us down for years and
now it's fixed. Who could want
anything else?"
Compliance
"OK, if you think we might be better off

with an entirely new organization
structure, we can do that"
"I can shorten the design cycle by 45%.
No problem"
Page 422
Identify the resistance: three golden oldies

Form of Resistance
Sounds Like
Confusion
"I know we've gone through this several

times now, but I just don't understand
how"
"To Be or not To Be? Is that the
question?"
Silence
"
"
Attack
"How many of thesehave you built?"

"When this project ends, you get to
move on, but I have to"
Page 423
Five Steps for Dealing with Resistance

1.
Identify the form the resistance is taking
2.
Acknowledge the resistance
3.
Be quiet, listen, let the person respond
4.
Dont take it personally
5.
Remember the two good faith responses rule
Page 424
Acknowledge the Resistance
Tell the person your perception of the resistance
Do it in a neutral, nonaggressive way with WIN/WIN words: What I think I

hear you saying is
Tell the person how the resistance is making you feel:
Use I statements
Be specific, clear, authentic
Page 425
Dont Take It Personally
Remember, their behavior is not a reflection on you
Let them air their defenses without responding defensively
Do NOT defend your actionsthis encourages looking for holes
Do NOT counterattack head on
Page 426
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GENERAL TECHNIQUES BEST PRACTICES
What are Best Practices?
Best Practice is a way of performing a given task that is most likely to

consistently produce superior results
Benchmarking refers to an external search, whereas Best Practices are

existing company-internal ways of working
Best Practices exist broadly across an organization and they are constantly
evolving
The company that can effectively identify, capture, share and apply Best
Practices, will perform better than its competitors
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Best Practices can produce two forms of performance improvement
Bring more individuals up closer to the top performers
Skills transfer
Methods, tools etc.
Capture proactively on-going innovations and enhancements in the

organization, validate them and share across the group
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GENERAL TECHNIQUES BUSINESS IMPACT MATRICES, CAUSE

& EFFECT
Description of technique
The matrix has opportunities and issues as one axis and different aspects
on the other. The boxes are filled with values (e.g.. high, normal, low).
Step 1: Prepare a matrix with opportunities and issues on one axis and
aspects that are considered to be important on the other axis.
Step 2: In a team meeting fill the boxes with values. As the goal is to gain
agreement in the group about the evaluation, be sure all key players are
present in the meeting.
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Cause and Effect Diagram

Classification
Quality management, also known as Ishikawa or fishbone diagram, Masaaki
Imai, 1986, Kai-zen (Kyzen), 1986, McGraw Hill
Abstract
In a cause and effect diagram a problem is related to its causes, which again
can be related to their causes, thus giving an overview of the cause-effect
chain.
When to use
When analyzing AS-IS models, a cause and effect diagram can be used to
depict the decomposition of the problem.
Description
Cause and effect are related through an arrow (see Sample Deliverable)
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GENERAL TECHNIQUES CORE COMPETENCES & CRITICAL

SUCCESS FACTORS
Description
Step 1: Describe most important products
Step 2: Define common characteristics of these products
Step 3: Analyze common characteristics and define core competences and
core processes.
Step 4: Identify products on the market that fit core competences
Step 5: If it is possible to make new products based on the core competences,
and the competences are hard to be copy, then give priority to these
competences
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Step 1: Describe the strategy of the organization.
Step 2: Assess the strategy and define CSFs
Step 3: Give highest priorities to those projects that support the critical
success factors
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GENERAL TECHNIQUES DAY IN THE LIFE OF (DILO)
Approach
Experience a day with...
Managers
Non-managers
Key line personnel (outside sales, inside sales, customer service reps, product
managers)
Non-evaluative of the individual, confidentiality assured
Gain an understanding of...
Activities
Processes
People/culture
Interfaces
Time spent by category
Strengths and opportunities
Next Steps
Page 445
Numbers must be accurate, and are to be by the minute
Interfaces should be minimally disruptive to subjects normal daily schedule
Occurrences do not happen in 5 minute increments in real life

You may want some descriptions / job overview at start of day
Look for brown paper candidates
Flows
Work-with
Document major themes, implications in bullet form
Page 446
Be descriptive and attach pertinent info, forms, examples
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Behavior (how to do it)
Document on a pad (carrying a manila folder may help)
Capture extensive detail while being sensitive to your audience; obtain

part numbers, est.. .
Look for problems that can be fixed;
Planning
Coordination
Clear expectations
Follow up
Missing parts
Communications etc
Remember, not only are you searching for problems substantiated by

detail, but youre also winning a friend. Be friendly, relax.
Complete a Meeting Effectiveness Assessment sheet for each

scheduled and unscheduled meeting attended
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DILO objective / approach
Objective
To understand first-hand what activities jobs entail
To assess the impact of xxxx
To build enthusiasm for the change process
Approach
Experienced 17Day In the Life Ofs

7 Retailer Positions
4 Direct Field positions
6 Field Support positions
Observed and tracked activities to understand time allocation -how do

people spend their time
Track activities using pre-set time categories
Criteria for value-added versus lower-value-added activities developed for

each functional group
Page 452
Encouraged shadowing of normal days
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Implications for implementation
Break down cultural barriers which are reinforcing old behaviors
Fear
Lack of trust
Streamline XXXX processes which are driving significant rework on retailer

side
Better align XXXXs retailer facing functions with customer (retailer) needs
Significantly improve internal retailer processes to maximize leverage of

XXXXs reengineering efforts
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GENERAL TECHNIQUES KPI
WHAT IS A KPI?
KPIs are related to results
KPIs show quantities which represent things which can be changed
Structured to represent complete parts of a process
I.e. if you introduce sales visits also introduce actual results of sales visits.
Representation of thinking of the various levels of management and workforce
Installed in all key competence areas
Allows you to calculate the levels of performance necessary to meet the

budget or a specific level of improvement
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Useful hints
Design the KPI system on paper and test
Relate programme results to different KPIs
Put in as-is figures for base lining
Establish to-be (and intermediate) levels
What-if analysis
Which are the build-in incentives for different groups of people
Build the system for collecting KPIs
Assign responsibility to the persons in charge for the result. Do NOT

delegate it to the finance department or quality
Collect and aggregate data for the system
Check if the KPIs are working on a regular basis
Relevant measures
Valid data
Deviations from expected results analyzed
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Use two types of - Performance Tracking mechanisms
Performance Achievement Reporting:
Monitor and feed back programme results (actual performance vs.

baseline vs. target)
Financial Benefit Achievement Reporting:
Converts the performance improvement into a $ figure
Page 465
Results must be communicated clearly
Assign dedicated resources to performance tracking
Set up a special war room and cover the walls with displays of all
improvement programmes
Bring people in the war room and give them a tour (seeing other peoples
successes is very often contagious)
Publish results on billboards in public areas (e.g. the cafeteria), or in the

respective departments
Communicate regularly to avoid surprises:
Progress reports
Meetings
Page 466
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GENERAL TECHNIQUES ORGANISATION DEVELOPMENT
Page 469
Document Role and Responsibilities

Each time A or R, C, I appears, it implies that the
named person must do something, even if it is only
to understand the information presented to them as
an I on the chart
We can describe all of the activities which need to be done in an area of the
business, because we can
describe the process which achieve the desired
results
We can share out the activities logically, putting
together activities which naturally fit and sharing
work equitably for the best results.
Thus, we can describe the roles and responsibilities in this particular business area
Role
=
Who you are
Responsibility
=
What you do
This activity has automatically created a specific
organization - take care to get it right! You might
need several iterations
Page 470
Job Description and Skills required (2)

...List the skills required to carry out the job described.
Now, make an assessment of the skill level required to do the job correctly under the
following conditions:
as a starter who needs training to begin doing the job
as a beginner who can do it, but needs guidance or supervision
as a competent practitioner
as an expert who could teach others
Then write up a sort description of how you could measure or assess performance
in this role.
Page 471
The Personal Development plan

Now we are ready for the personal planning stage - review what we have now:
a RACI chart which shows how the job fits into the business area
a role and responsibility description for a defined job
a job description and skills requirement which shows objectives
a gap analysis for the jobholder
detail of processes we developed
The next step is to create a plan for how to bridge the gaps
A good way of doing this is to appoint a coach or mentor to help build the action
plan and to follow up each action.
Page 472
GENERAL TECHNIQUES PARETO CHARTING & THE PDSA

CYCLE
Identify the problems of the current process
Gather quantitative data about the cost associated with each problem
Make a Pareto chart based on the costs of the different problems
A Pareto chart of the to-be situation might be used to visualize the

performance improvement
Page 473
Page 474
Where there is no problem there can be no improvement.

Definitions
Prediction is the ability to forecast, to tell beforehand.
Standardization is a way of spreading the benefits of improvement throughout

the organization.
(Kenzo Sasaoka)
Both are integral parts of the PDSA process.
Page 475
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When to use it?
As a framework for any change, large or small.
When knowledge is desired as a result of action.
When it is important to act quickly without wasting resource.
Page 483
Conclusion
The PDSA framework works in all circumstances.
It will allow data to be turned into competitive advantage more quickly.
It is about prediction, and hence effective action and use of resources.
It can be used in any situation, and is compatible with any tools, techniques
and other methods.
Page 484
GENERAL TECHNIQUES RACI
WHAT IS RACI ?
Responsibility Charting
Is a technique for identifying functional areas, key activities, and decision points
where ambiguities exist; differences can be brought into the open and resolved
through team effort.
The approach enables management to actively participate in the process of
systematically describing activities, decisions that have to be accomplished, and to
clarify the responsibility that each plays in relation to those activities and decisions.
Page 485
Page 486
GUIDELINES
Remember new culture philosophy when defining roles and responsibilities
Eliminate checkers checking checkers
Encourage teamwork
100% accuracy not always required
Place accountability (A) and responsibility (R) at the level closest to the action
or knowledge
There can be only one accountability per activity
Authority must accompany accountability
Minimize the number of consultants (C) and informs (I)
All roles and responsibilities must be documented and communicated
Page 487
Page 488
Page 489
PROCESS STEPS
Responsibility charting is completed in a six step process:
1.
Introductory meetings are conducted to inform key management of the
purpose and requirements of the process

2.
Decision and function lists are developed, analyzed and collated into a master
function list.
3.
Responsibility workshops are conducted to agree upon function definitions
and to assign codes that describe the type of participation each role will have toward
each function. The output is a responsibility chart.
4.
The responsibility charts are documented and reproduced to distribute to all
participants and interfacing organizations.

5.
The communication and reinforcement of the new role definitions are
accomplished through meetings with all individuals and departments involved.

6.
Follow-up is conducted to ensure that relationships defined in the process are
being adhered to and to encourage participants to live the roles.
Page 490
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Page 499
GET FEEDBACK AND BUY-IN
The RACI chart is shown to representative groups of people covering the

roles on the chart
Their builds are captured and the chart is revised as appropriate
The RACI may be validated in conjunction with the other products of the
Project Team
BENEFITS
Increased productivity through well defined accountability
Reduced scrap and rework because need specifications are clarified
Increased capacity by eliminating overlaps and redundancies
Streamlined organization structure by collapsing unneeded layers and placing

accountability where it belongs
Better trained people by involving them in workshops where fellow workers

discuss all roles and functions
Better planning process because of more participation of team members as a

result of building communication interfaces (consult and inform)
Page 500
GENERAL TECHNIQUES SWOT & ROLE SPIDERS
SWOT Analysis
When to use this technique
Competitive analysis, when formulating a strategy for the client.
Description of technique
The internal analysis assesses the companys performance in different

areas relative to its competitors. The external analysis discusses trends
in the environment of the company. Each trend is described as an
opportunity or a threat.
Step 1: Assess the companys performance relative to the competition.

Describe in terms of strengths and weaknesses.
Page 501
Continued
Step 2: Describe the trends that are shaping competition. Trends can have
different nature, e.g.., (not limited to) competition, demographical, technical,
(government) regulation, social.
Step 3: Assess whether the trend will be a opportunity or a threat. Most trends
have both sides and can be turned into an opportunity if the company takes
action and if the trend can be addressed with a strength.
Step 4: Assess the internal strengths and weaknesses of the firm. Relate the
performance of (parts of) the firm to the performance of its competitors and
describe the strengths and weaknesses.
Step 5: Confront the external analysis with the internal analysis. Pay special
attention to opportunities that relate to strengths and threats that address
weaknesses.
Page 502
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Page 504
SOFTWARE TOOLS BUSINESS MODELING & STIMULATION
Learning Objectives
To understand how Modeling and simulation can assist in Process

Development
To understand the concepts of dynamic simulation
the problem statement
business Modeling for simulation
performing simulation experiments
Modeling and simulation tools
Page 505
How Modeling and Simulation assists in Process Development
Modeling and Simulation is a technique that gives insight in qualitative and

quantitative aspects of the behavior and performance of current or future
processes. Therefore it is a powerful technique to use in a Process
Development Project.
Page 506
Designing the TO-BE

Modeling of the TO-BE plays a major role in the design process. It documents
the design in an unambiguous way, it helps in communication in the design
team.
Simulation of the TO-BE helps in evaluating design alternatives, by comparing
the performance indicators that are measured in the simulation. It enables a
formal and objective comparison of design alternatives.
Simulation and animation enables to get a better understanding of what is
going on in the new situation. It reveals problems that where overlooked in the
design. It activates creativity and helps in finding new alternatives.
Page 507
Why Modeling and Simulation Client Perspective

Understanding and assessing all aspects of todays business is not a simple task.
The sheer magnitude and complexity of business processes means the implications
of proposed changes are rarely easily predictable. Yet the financial and disruptive
cost of direct experimentation would be enormous.
Simulation techniques allow us to build a model showing the behavior of your
organization - now or in the future - and imitate its operation. Uses range from
Modeling a specific manufacturing process to Modeling the flow of operation for
business process re-engineering.
Though simple physical models are sometimes useful, most simulations are set up
on a computer, allowing dynamic calculations of the consequences of different
actions or even visual, interactive representations of the workplace. Through
simulation we bring the model to life, providing an objective way to test and evaluate
potential changes in operational methods and gather quantitative data on
performance indicators and the chances and risks involved.
Page 508
Business Process Modeling for Simulation

In order to be able to perform a numerical dynamic analysis, we have to build a
formal model describing the behavior of the business process.
But we have to start by defining the purpose of the model and the goal of the study.
This means that we have to decide what the key performance indicators (KPIs) are
for the process, what we want to measure as output parameters of the simulation.
This depends on the context in which the simulation study takes place. Typical
examples of KPIs are capacity, throughput time, cost and utilization.
When we know for which aspects the model should be valid, we can start
constructing the model, which means that we decide which parts of reality have to be
described in the model.
In the model we typically describe the flow of work, the different activities that take
place, the resources necessary to carry out the work and the relevant numerical
parameters like timing and volumes.
Such models can be relatively simple or very large and complex, they can contain
descriptions of (heuristic) decision making processes and scheduling activities; they
can contain an enormous variety of real historical or stochastic described data.
Page 509
Main Deliverables
Numerical analysis of the clients problem, for instance evaluation of design

alternatives on capacity, cost or cycle time
Analysis and data that support or drive the business case
Insight in behavior and performance of (as-is, should-be, could-be and to-be)

business processes
Formal descriptions of business processes, for documentation,

communication and analysis
Speed-up of the redesign effort
Risk reduction of investment decisions
An implementation check and tuning instrument
Page 510
Further Reading
Simulation Modeling and Analysis,

Law M.D., Kelton W.D.,
McGraw-Hill, New York (1982).
Computer Simulation
A practical perspective,
McHaney R.,
Academic Press (1991),
ISBN 0-12-484140-6.
Page 511
Spotting Opportunities for Modeling and Simulation
In situations where the clients processes are redesigned (by us or by the

client), it is likely that
Modeling can help for documentation and communication of the process

designs
At a certain moment, the need for numerical analysis rises, usually for
decision support
A business case could be required (supported by simulation)
Simulation could be used for mobilization purposes
Page 512
Selling Modeling and Simulation in Process Development
Often, the Modeling and simulation work will be an integral part of the Process
Development work, but sometimes it will be sold separately. A simulation
study can also lead to a Process Development opportunity.
After spotting an opportunity, we often arrange a presentation and

demonstration for the client.
Bring in a sales-oriented simulation expert.
Consider offering a simulation assessment

or a scoping phase.
Consider a simulation workshop
Page 513
Page 514
SOFTWARE TOOLS TOOLS INTRODUCTION
Why Tools?
Tools are necessary for certain components of the offering (e.g. simulation,
numerical analysis, prototyping)
The tools increase the quality of what we offer
Clients expect us to use tools
Tools enable us to deliver a wider offering, e.g. workflow will take us a step
further towards implementation
Tools enable the reuse of data and knowledge
Tools support commonality across SBAs
Differentiator from competitors
Delivery efficiency
Page 515
Drawing tools enable to create pictures. PowerPoint for creating slideshows is

a typical example. They also enable for instance the capturing of brown
papers. Drawing tools are not strong in performing any formal analysis
Process Flowcharting tools are used to describe the flow of work and activities
performed in the process. Sometimes they can also be used to describe the
association between resources and activities. They also allow numerical
modeling of some parameters which results in the capability of performing
some static analysis. Some of them expand to two sides: towards business
modeling and (upper) CASE
Simulation tools allowing for formal process modeling and dynamic numerical
analysis
Process Prototyping tools are capable of showing prototypes of future user

interfaces and simulate the flow of work in the TO-BE process in real time
(some workflow tools have this capability)
Communication & mobilization tools are used for supporting the change
process, typically they show in some way the future situation (for instance
video, animated simulation, HyperCard and multimedia systems)
Workflow tools are used operationally to manage the flow of work through a
process, typically electronic documents in an administrative process
Page 516
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Page 518
FURTHER INFORMATION
For more information on other products available from The Art of Service, you can
visit our website: http://www.theartofservice.com
If you found this guide helpful, you can find more publications from The Art of
Service at: http://www.amazon.com
Page 519

INDEX*
A
accountability 156, 487, 500
Achievement Reporting 465
action plan 29, 154, 160, 206, 407, 410-11, 413-14, 472
activities, noted
List 410
activities , low-value 327
address weaknesses 206, 502
adjectives 61
Affinity Process 3, 165
analysis, external 501-2
answers 45-9, 51-3, 55, 57-60, 64, 138, 171, 280
posted 171
application systems 56, 295
parallel 294-5
applications 56, 69, 78, 251, 285, 294-5, 303, 310, 313
architecture 293, 363-5
Art of Service 519
as is 288
as-is process steps 273
attainment 200, 308
automation 77-8
axis 437
B
barriers 18, 57, 59, 73, 169, 365
baseline 347, 352, 356, 465
behavior 376, 399, 407, 414, 426, 506, 508-10
Beizer 347, 352, 356
benchmarks 310, 313
benefits 2, 58, 77, 82, 96, 142, 163, 166, 190, 223, 225, 231, 282, 364, 375, 389 [1]
Boehm 348-9
boxes 104, 142-3, 437
story
Process 142
break 50, 160, 162, 175
BROWN PAPER 3, 131, 138, 143, 145-6
Brown Paper Fairs 145-6
budget 30, 33, 54, 62, 227, 254, 416, 461
business 4, 15, 26, 34, 39, 46-9, 53-4, 56, 59, 62, 70, 96, 109-10, 200, 231, 342 [10]
changing 285
required 295, 310
business activities 71, 205
BUSINESS ALIGNEMENT FINANCIAL ANALYSIS 3, 209
BUSINESS ALIGNMENT 3, 199
business areas 53, 64
business benefits 346, 348
business cases 195, 225, 241, 512
business costs 69
business executives 46-50, 52-3, 56-7, 59
business functions 295, 310
business leaders 57, 62
Business Management Processes 342
business model 205
Business Modeling & Stimulation 4, 505
business objectives 46, 49, 203, 205
Business Plan 205
business plan, corporate 207
BUSINESS PROCESS AUTOMATION Task 78
business processes 77-8, 96, 110, 205-6, 293, 508-10
business processes
510
Business Strategic Imperatives 46
business strategy 48, 364
Page 520

Business Unit Stakeholders
business value 46, 69
44, 66, 340, 360
C
capability 516
capacity 115, 509-10
Card & Glass 346, 350-1, 355
cards 72
category
Processes 334
Causal Analysis Promote prevention 347, 350-2, 355
champions 392, 396
change 4, 40, 50, 58, 62, 363, 368, 370, 373-6, 379-80, 386, 415-16, 418, 483
change agent 374, 379
CHANGE MANAGEMENT 4, 313, 367
change process 373-6, 516
change process
Approach 452
change profile 3, 101, 104
characteristics, common 441
Characteristics of High Performance Organizations 371
chart 142, 160-1, 470, 500
CIO 52
claims process 79
client 5-6, 21, 48, 50, 57, 64, 67, 82, 96, 113, 184, 210, 362, 501, 510, 512-13
Client Archive Analysis 3, 105
client personnel 117, 396
clients organization 75
Close Minded Open Minded Entrepreneurial Bureaucratic 61
closure 164
clusters 171-2, 178
coach 379-80, 472
coaching 4, 399, 407, 411
code 282, 351, 490
code analysis tools 351, 355
Comments/Tools 347, 349-51, 353, 355
Comments/Tools Planning Process 344
Comments/Tools Process Modeling 346
Common User Access (CUA) 347
company 2, 45-6, 50-1, 55-6, 58-9, 62, 67-8, 71, 362, 429, 501-2
company business strategies 199
company name 44, 66, 340-1, 360-1
company name
52
competences 441
core 4, 441
competition 40, 501-2
competitors 429, 501-2
complex transactions 348-9
Complexity Analysis 349-50, 355
Complexity Analysis Limiting 350-1, 355
configuration 347, 352, 356
connection 47, 416
Connell & Shafer 348, 350
consensus 117, 145, 163, 171, 175, 413
obtaining 165
Construction Processes 350
Constructive Feedback 413
Consulting Business cases 227-8
Consulting Business Process Modeling for Simulation 509
Consulting CHANGE MANAGEMENT 389, 399
Consulting Design Processes 349
Consulting GENERAL TECHNIQUES 429, 437, 441, 445, 461, 473, 485, 501
Consulting Maintenance Processes 355
Consulting Objective 310-11, 313
Consulting Opportunities for Improvement 345, 352-4, 358
Page 521

Consulting Process 75, 77, 105, 107, 109, 117, 127, 131, 145
Consulting Process Description References 344
Consulting Process Engingeering 101
Consulting Question 46, 48, 51-3, 56, 59, 61, 63
Consulting Selling Modeling and Simulation in Process Development 513
Consulting WORKGROUP SKILLS 149, 159, 165, 177
contents/process
Data 156
Contract Management 344-5
Cost Accounting Processes 343
Cost Benefit Analysis 347-8
costs 26, 34, 54, 58, 70, 128, 225, 227-8, 254, 288, 294, 343, 415, 473, 509-10
CSFs 205
CUA (Common User Access) 347
culture 61-2, 403
customer base 49, 241
customer perceptions 241, 310
Customer Requirement Analysis 3, 107
customer satisfaction 39, 50, 241, 356-7
customer service reps 445
customer service
Ability 261
customers 26, 31, 39-40, 46-50, 53-4, 57, 69, 107, 110, 113, 204, 209, 251, 310, 344-5, 459
customers
54
D
data, summarized 266
data bases 294-5
Data Modeling 346-7, 349
Data Modeling Entity Relationship Diagrams 346, 348-9
data redundancy 294-5, 303
Defect Causal Analysis 346, 349-51, 355
Defect Density 356-7
Defect Tracking Recording of inspection 347, 350-2
defects 350-1, 355
Defects/KLOC 357
delivery process 267
consistent application 263
software 60
standard 283
Demand Management Processes 343
department 14-15, 44-5, 49, 52-3, 57, 66-7, 70, 282, 340, 360, 362, 394, 417, 490
design 346, 349, 463, 507
File/Database 313, 324
design alternatives 507, 510
design process 507
designations 2
detection, early 347, 350-2, 355
Devel 344, 353, 357
Development Productivity 356-7
Diagnostics 3-4, 45, 55, 62, 195, 199, 209, 225, 241, 253, 263, 271, 279, 285, 339, 359 [3]
diamonds 142-3
DILO 4, 263, 334, 445, 452
document 44, 66, 75, 77, 137, 340-1, 360-1, 507
documentation 241, 313, 341, 354, 361, 510, 512
dots 178
E
economics 127-8
effect diagram 439
effectiveness
Process 113
Effort Accounting 344-5
environment 207, 231, 362, 374, 501
technical 288
Estimating Process 343
Page 522

evaluation 206, 334, 437
event 24, 145
Event Modeling Modeling of complex transactions
execution 81
executives 46, 48-53, 56-7, 59-60, 62
existing/future process 81
experience 29, 180, 184
348-9
F
facilitator 154, 166, 171, 184-5
trained 348-9
failure 31, 61
feedback 12, 375-6, 412
flipchart 178
flow 64, 137-8, 508-9, 516
flow charts 346, 348-9
focus 22, 24, 47-9, 63, 308
Focus Interviews 3, 25, 43, 65, 232
Formal descriptions of business processes 510
formal process modeling 516
FTEs (full time equivalents) 209
full time equivalents (FTEs) 209
Function Points 357
functional groups 175, 334, 452
Functional Quality 311, 318, 356
functions 5, 45, 47, 53-4, 63, 69, 127, 138, 204, 210, 459, 490
G
GENERAL TECHNIQUES 4, 469
goals 30, 46-7, 67, 70, 150, 157, 180, 199, 207, 376, 407, 437, 509
Grady 347, 350-2, 355
group 45, 47, 57-8, 61, 67-8, 70, 137, 159-66, 171, 175, 177, 185, 188, 267, 362, 374-5 [7]
Group of Resources 159
group processes
Clarification 177
group's performance 50
guide 206-7, 519
H
he/she 7, 46-7, 58
High Performance Organizations
history 180, 256-7
defect 354-5
371
I
idea-generation
Decision-making process 177
ideas 14, 57, 60, 153-6, 159, 161, 164, 185-6, 189, 191, 375
IEEE 348-9
implementation 134, 231, 277, 353, 392-3, 396, 459, 510
implementation processes 241, 352
implications 57, 342, 446, 459, 508
improvement 5-6, 14, 53, 58-9, 72-3, 223, 266, 313, 341-3, 345-6, 348-50, 352-6, 358, 394,
461, 475
improvement program 40, 58-9, 62
In-process quality assurance techniques 348, 350-2
incumbent 52
individuals 58, 69, 71-3, 79, 161-3, 375-6, 380, 397, 431, 490
initiatives 18, 54, 56, 62, 71-2, 200, 231-2, 288
inspection 347-8, 350-2
intermediate support groups 267
Interrelationship Process 165, 173, 175
interview 5-6, 10-12, 14, 46, 55, 64, 67, 117, 203
Interview Form 3, 65
interview notes 12
Page 523

interview process 6
interview
Interviewee 10
interviewee 11-12, 45, 49, 52, 54, 58, 62, 64, 362
Involvement Platform Architectures Information System Planning
Is Technical Environment 285
73
J
JAD (Joint Appl. Design) 347, 349
JAD Facilitated sessions 348-9
job 6, 30-1, 47, 57, 68, 415, 471-2
Joint Appl 347, 349
Joint Appl. Design (JAD) 347, 349
Joint Application Design 348-9
Judy August 348-9
K
Key Messages 368, 370, 374-6
KLOC 357
knowledge 175, 180, 184, 407, 483
KPI 4, 461, 463, 509
L
last name 44, 66, 340, 360
leader 29, 62, 154, 159-60, 163-4
liability 2
life cycle systems development processes, lower
list 10, 45, 54, 56, 63, 146, 368, 471
206
M
Maint 356-7
maintenance 49, 254, 257, 313, 357
management 29, 31, 45, 225, 231, 266, 282, 329, 344-5, 362, 396, 461, 485
business processes
Increases business 109
problem 259
Management Processes Assessment 341
matrix 437
Measuring Software Design Quality 346, 350-1, 355
meeting 47, 51, 149-50, 153-4, 159-62, 412, 437, 490
meeting process Time keeper 153
members 161, 163, 166, 173
methodology 181-2, 207, 344
milestones 145, 410
Million
218
mind 46, 58-9, 64, 421
mission 26, 45-6, 71
model 58, 81, 134, 205, 373, 508-9
defined process 79
Modeling 505-6, 508, 512-13
modifications 347, 352, 356
money 51, 75
Monthly run-rate 218
mortgage 75
N
name 7, 11, 44, 46, 52, 60, 66, 114, 146, 161, 340, 360
first 44, 66, 340, 360
Natural Work Teams 181, 392-3
normalization 348-9
numerical analysis 512, 515
O
objectives 5, 14, 46-7, 50-1, 67, 149, 199, 205, 207, 227, 283, 327, 389, 397
operation 45, 75, 258, 313, 324, 363, 508
Page 524

data center 258-9
Opportunities for Improvement 342-3, 346, 348-50, 355-6
Organisation 364-5
organization 45-6, 48-51, 53-4, 57, 59, 61-2, 79, 107, 145, 209, 231, 263, 282, 329, 342, 344-5
[11]
Organization & Process Management Practices Form 4, 339
Organization and Processes Management Practices 339
organization chart, group's 67
organization structure 63, 206, 422
Organization Structure Better-Trained People Communications Roles 72
organization
Survey document 329
organizational change 169
planned 368
organizational strengths 5
organizations processes 263
ownership 5, 145, 156, 175, 251, 341, 361, 393, 396
P
Pareto chart 473
participants 77, 137-8, 145, 151, 154, 178, 266, 386, 490
participation 58, 165, 490, 500
participative process 180
partner 31, 48, 57, 204
path 44, 47, 66, 340, 360, 397
PDSA process 475
People-oriented Task-oriented Proactive Reactive Participative Directive 61
perceptions 5, 14, 251, 376, 420, 425
performance 18, 50, 52, 57, 68, 72-3, 113, 266, 282, 344, 347, 352, 404, 461, 465, 501-2 [3]
improving 57, 59, 73
performance indicators 507-8
permit re-use 347, 352, 356
person 2, 137, 162-3, 165, 175, 184, 409, 414, 418, 420, 424-5, 463, 470
Person Month 357
Person Responsible 71-2
phrase 46-7, 418
picture 49, 131, 178, 363, 516
pink 137, 142
plan 30, 46, 48-50, 175, 205-6, 342, 345, 407, 410, 472
planning 48-9, 63, 151, 203-4, 242, 267, 345
Systems 267
planning process, effective 345
players 48, 56-7, 64, 184
of practice delivery processes, best 263
practices, best 4, 341, 429, 431
priorities 33, 72, 82, 175, 178, 203, 206, 267, 441
Prioritization Process 343
Priority Priority 72-3
problem solving 151, 185
PROBLEM SOLVING TEAM BUILDING 3, 179
Problem Tracking 353, 355
problems 21-2, 24, 29, 47-8, 51, 54-5, 60, 180, 182, 184, 187, 353-5, 392, 422, 439, 449 [7]
process charting 3, 109
Process Description References 342, 345-6, 348-9, 351-5, 357-8
process designs 512
Process Development Project 506
Process Engingeering 3
PROCESS FLOW 144, 273
process flow diagram 137
process management system 88
process map 75
process measurements 81
Process Modeling Typically Data Flow Diagrams 346, 348-9
process names 114
Page 525

process prototyping 89
PROCESS STEPS 490
process synchronization 295
Process Walkthrough 3, 75
process
Manages 78
processes 3, 75, 78-9, 81, 95-6, 113, 131, 134, 160-2, 171-2, 184, 195, 341-57, 490, 505-6,
509 [18]
defined 344
acceptance 346
administrative 516
core 441
emotional 418
manufacturing 508
refreezing 376
retailer 459
step 490
Processes Management Practices 339
processes
Mapping 109
product/market combinations 107
production 282, 354-5, 357
Production Library Mgmt 353-4
productivity 350-1, 355, 357
products 2, 39, 49, 75, 114, 441, 500, 519
products
Step 441
professionals 271, 318
Progress Review Process 344
PROJECT BUSINESS CASE 3, 225
Project Management Processes 344
project probes 263, 273
project process steps 273
Project Review Form 4, 359
project work 49, 57, 389
projects 6, 8, 56-7, 62, 64, 73, 145, 200, 205, 210, 219, 225, 227, 231, 365, 396 [3]
Information Systems Planning xf0b7 266
protg, his/her 403
prototype TO-BE processes 81
Prototyping 345, 347, 349
Prototyping May 348, 350
PS/TB 180-2
PS/TB methodology 181-2
PS/TB process 184
publisher 2
Q
quality 12, 26, 39, 56, 190, 206-7, 241-2, 263, 271, 293, 310-11, 313, 356-7, 463, 515
technical 4, 294, 309, 313, 318, 324-5, 356
Quality Assurance 344-5, 347, 352
quality assurance process 346
quality drivers 310, 313
R
RACI 4, 485, 500
rate 218, 345, 364
processors
Utilization 258
Re-Engineering Processes 355
Re-testing 347, 352, 356
real time systems 348-9
recommendations 56, 58-60, 62, 147, 153, 364, 393
redundancies, functional 327
Regression 346-7, 352, 355-6
reliability 47, 227, 241, 355
remind 160
request 75, 344
Page 526

resistance 4, 415, 418, 420, 424-5
Resistance Sounds Like 421-3
resistance
421-3
resources 30, 33, 48-52, 56-7, 159, 161, 184, 231, 345, 410, 483-4, 509, 516
computer 78-9
responsibilities 46, 52, 68, 137, 153-4, 185, 283, 345, 362, 364-5, 415, 463, 470, 485, 487
Responsibilities Information Systems Team Building 72
responsibility charting 485, 490
responsibility charts 490
retailer 459
retooling 56-7
Risk Analysis 347, 349
Risk Analysis Process 348-9
risks 61, 271, 344, 348-9, 508
Rohm & Haas Prioritization Process 344, 348-9
roles 5, 11, 14-15, 34, 47-8, 79, 81, 150, 153-4, 184, 283, 374-5, 411, 470-2, 490, 500 [2]
S
sales 445, 461
schedule 30, 70, 277, 344-5, 357
extended conversion 294-5
scheduling 344-5
scope 341, 361
scores 241, 310, 313
security 313, 342, 347, 352, 365
self-destruct 40
service organization 48
service organization xf0b7 26
services 2, 39, 43, 47, 49, 52, 56, 65, 69, 110, 113, 242, 339, 361-2, 364, 519 [3]
customer 107
sessions 21, 166, 173, 375, 409, 411
audience analysis 59-60
business management interview 50
shops 57-8, 62
simulation 505-9, 512-13, 515
skills 149, 206, 471
Sociable Status Conscious Finance 61-2
Software Inspection Process 348, 350-2
Software Process 344
Software Testing and Quality Assurance 347, 352
SOFTWARE TOOLS 4
solutions 24, 50, 57, 60, 165-6, 175, 184, 186, 190, 363, 392-3
specification discovery process 348, 350
staff 39, 341-2, 361
Staff Development Plan 342
staff planning process 267
standards 63, 263, 288, 313
steps 12, 78, 127, 131, 137, 163, 184, 187, 189-90, 285, 288, 373, 375, 380, 424, 472-3 [4]
story 21, 59, 131, 137, 188
Strategic Alignment
Business Case 232
strategies 46, 48, 51, 200, 203-5, 207, 231, 342-3, 364, 443, 501
business/IT 48
corporate 200, 205, 207
Strauss & Ebenau 348, 350-2
strengths 14-15, 51-2, 60, 68, 146, 266, 318, 362, 374, 410, 501-2
Structured Programming 350-1
Structured Rapid Prototyping 348, 350
stuff, right 33, 39
support 26, 40, 49, 73, 78, 200, 205-7, 223, 242, 283, 311, 343, 357, 364, 443, 510
support business activities 205
support business processes 206
support staff 288
symptom 21-2
Page 527

sync 46, 50, 59
System Architecture 4, 293
systems 4, 22, 26, 39, 49, 51, 55-6, 68, 70, 77, 81, 325, 347, 352, 354-6, 363-4 [4]
key 318, 362
operational 348, 350
systems transformation 21, 169
T
tasks 68, 77-8, 188, 345, 418, 429, 508
team 6, 31, 117, 156-7, 161-2, 165, 171, 173, 175, 180, 205, 376, 389, 394, 397
team building 31, 63
Team-oriented Individualistic Trusting Suspicious Sensitive Insensitive 61
teamwork 31, 487
Technically Oriented 61-2
techniques 21, 101, 127, 149, 206, 283, 313, 374-6, 437, 443, 473, 484-5, 501, 506
technologies 47-8, 54, 77, 255, 294, 365, 368
Technology Plan 342
Technology Planning organization 203
Test Coverage 346-7, 352
Test data 347, 352, 354, 356
test defects Grady 347, 350-2
Test Library Mgmt Process 354
Test Processes Unit 347
test scripts/procedures 347, 352, 356
threats 501-2
time contract 11, 154, 160
TO-BE 81, 104, 145, 507
TO-BE process 516
tools 3, 24, 101, 117, 145, 181, 206, 257, 279, 282, 313, 431, 484, 515-16
topics 165, 172, 174-5, 178
tracking
defect 346, 349-51, 354-5
problem status 354-5
trademarks 2
trust 31, 59, 459
Turnover Process 353
Turnover Process Method 354
U
User Acceptance Test 352-3
User Documentation 352-3
user participation 348-9
User Training 352-3
users 26, 30, 34, 39, 73, 81, 242, 258, 267, 277, 311, 318, 353, 357
V
Vacillating Decisive 61
Validated process 273
value 26, 39, 47, 49, 57, 60, 72, 110, 231, 402, 437
value chain 46-9, 57, 127-8, 293, 295, 310
value chain
128, 295, 303
vendor agreements 288
version control 347, 354
vision 29, 34, 63, 365
W
Walkthroughs/Inspe ctions 348, 350-2
Walkthroughs/Inspections 347, 349-51
war 282
weaknesses 51-2, 146, 501-2
Work Request Process 343
workflow 77, 79, 88-9, 95, 515
WORKFLOW 3, 77, 81, 88
Page 528

workforce 169
WORKGROUP SKILLS 3, 179
workshops 117, 280, 500
X
business 223, 258
problem 191, 413, 473
process 461, 473
processes 209
users 271, 273
Applications 257, 285, 303
Approach, xf0b7 Customer Information Services 266
Customer Information Services xf0b7 Key 280
Data communication 254, 256
Delivery Process 266
Development, xf0b7 Short term development plans 256-7
Document 446, 449
Documentation 313, 324
Efficiency & Ease 313, 324
Execution 11-12
Execution & Recovery 313, 324
Gaps 205
Hardware 254-5
KPI 461
Modeling 506-7, 512
Outages & Reruns 313, 324
Planning 329, 334, 449
Policies 256-7
Problem Recognition Recovery 313, 324
Process Flowcharting tools 516
Process Prototyping tools 516
PROCESS WEAVER xf0b7 WEB server 100
Processes 113, 392, 445
involved 113
Reducing 294
Remind 159, 161-2
Security & Quality Controls 313, 324
Set 154, 386, 396, 408
Simulation 507, 512
Solutions 393, 396
Step 75, 105, 107, 437, 441, 443, 501-2
Streamline XXXX processes 459
Technical Support 329, 334
Technology 313, 324
Underwriting process 89
Use 104, 131, 147, 154-5, 420, 425
User Support 329, 334
54, 364
Business costs 54
On-line systems 54
96
process solutions 96
Interviewee 10
XXXX 459
Y
yearb
Reviewed Business Case support
219
Page 529

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The IT Professionals Guide to

Managing and Consulting

The IT Professionals Guide to Managing and Consulting

The IT Professionals Guide to Managing and Consulting

FOCUS INTERVIEWS OVERVIEW ........................................................................5

The IT Professionals Guide to Managing and Consulting

The IT Professionals Guide to Managing and Consulting

FOCUS INTERVIEWS OVERVIEW

The IT Professionals Guide to Managing and Consulting

The interview process is based on hypothesizing key issues

The IT Professionals Guide to Managing and Consulting

Expectations of the analyst / interviewer

Level of detail must be sufficient

Complete answers to all open ended questions

Specifics for war story data (e.g., data, names, etc.)

Bullets written in narrative form

Logical and consistent perceptions

Get to the real issues

Format must be easy to review for findings

Content must be meaningful and specific to interviewees department

What is he/she really saying ?

Capture direct quotes whenever possible

Probe to examine real issues

The IT Professionals Guide to Managing and Consulting

Opportunities for improvement

Relation to broader project

The IT Professionals Guide to Managing and Consulting

The IT Professionals Guide to Managing and Consulting

Theres an endless list of reasons why an interview can fail

The IT Professionals Guide to Managing and Consulting

The checklist should become second nature in all clients contacts

Preparation of the interview

Did you agree a location ?

Did you agree a start time ?

Execution of the interview - Introduction

Did you introduce yourselves ?

Did you explain the purpose of the interview ?

Did you confirm/clarify the time contract ?

Did you confirm interviewees position/capacity ?

Did you explain to what end the interview would be used ?

The IT Professionals Guide to Managing and Consulting

Execution of the interview - Close

Did you agree/clarify any next steps and timings ?

Did you thank the interviewee ?

Are your interview notes in a readable format?

Do you have any quotes ?

Are the key points summarized ?

Do you know who and when to feedback your interview notes ?

The IT Professionals Guide to Managing and Consulting

The IT Professionals Guide to Managing and Consulting

Objectives of the interview

Introduce yourself and why youre here

Business assessment purpose: to lead an assessment effort by reviewing

This interview: to capture your perceptions, ideas and suggestions

Confirm and expand our understanding of xxxx

Understand your department, its role and major activities

Capture your view of xxx strengths and opportunities for improvement

The IT Professionals Guide to Managing and Consulting

In this your view of the business ?

Where are the strengths ?

Where are the opportunities ?

What role does your department play ?

(Probe: consistent across all product lines ?)