People, Process, Technology synergy - a key to Business Excellence

Dr Gargi KeeniSPI Japan, 2007Toyama, Japan

Product

Project Initiation

Project Planning

Work allocationProject ExecutionV&V

Delivery

Process Assets Library

Wind-up

Contract

Intgr. Proj. Mgmnt. sys

Quality GrpHRSupportTraining

Project lifecycle

Project planning

Individuals / groups need to be involved in making decisions that affect their work

Quality GroupHRSupportTraining

Plan

Contract

Team members

PlanReview the commitments

Estimate the resources, effort, schedule

Effective planning =

Function (well designed processes,

people awareness of their contribution to organization performance,

supporting information and communication technology)

Establish objectives and specify measures

Vision

Mission

Objectives

Organization

Project / Division Objectives

Project / Division Objectives

Project / Division Objectives

MeasuresNo of Changes torequirements……..

MeasuresDevelopment EffortDefectsCompetency Levels or increase in competency levels…..

MeasuresTime to Fix defectsAvailability of System…….

Balanced Score Card

GQM (Goal Question Metric)

…Business analyst Development

teamProduction

support

Project / Division Objectives

MeasuresMix of competency in a project

Training effectiveness…….

Project Manager

Communicate Objectives

• Practitioners did not know how the data would be used

• Practitioners are required to generate numerous reports, but receive no feedback

Communicate objectives for shared understanding of data usage

• Practitioners need to be trained to use the collected data to make better decisions

• Practitioners need to present the data in a form that highlights issues that need management attention

Script to fill time sheet !!! To save Time!!!

Analysis of time sheet data did not provide any insight

Project Monitoring and Control

Continuous discussion of performance also focuses on work processes, resources and other issues which can improve the performance

Design processes to

enable effective monitoring and

control

Measurable performance objectives need to be defined based on the committed work and should be revised as needed

Information and communication systems should

support the information needs

People

Process Technology

Effective monitoring

and control

Need a Project Manager…

Project Manager - profile

Roy Arun

Select Roy…

Oops!!! Issue resolution is more important

Competency level alone is not sufficientSignificance of the competency also needs to be considered!!!

How good should he be in Issue resolution over Planning?

Strongly to very strongly preferred

Organization perspective…

• Can we go ahead with new offerings/projects

• Are our competencies in-line with business objectives

• How to close competency gaps

Analyze and understand the competence profile to optimize the contribution of workforce to the companies strategic objectives

Individuals’ perspective…

• Where do I stand in the organization

• What are the various roles in the organization

• What are my competency gaps

“If you're not learning in your work, you're not doing enough”…

Leveraging Organizational Learning

• Organizational process assets support organizational learning and process improvement

• Mentoring plays a major role is deploying these assets

• Workforce practices and activities need to encourage and support the development and use of process assets

Usage of Process Asset Library

0

50

100

150

200

Jan-

04

Feb-

04

Mar

-04

Apr

-04

May

-04

Jun-

04

Jul-0

4

Aug

-04

Sep

-04

Oct

-04

Nov

-04

Dec

-04

Month

Num

ber

of d

ocum

ents

Documents PostedDocuments used

Communication vehicles e.g mail,

awareness sessions & road shows

Business Plan

Competency Needs

Additional Workforce Needs

InventoryKnowledge

& Skills

CompetencyDevelopment Plan•Recruitment•Staffing•Training•Career Growth•Compensation

Workforce Plan

Project 1 Project 2 Project 3

Individual Plans

Competency Development

Program

Development MethodsStandardsResourceSchedule

Ladder1 Ladder2 PM

Criteria ML

CriteriaTM

TCS - CONFIDENTIAL

Development Methods

Career CounselingSpecial AssignmentDevelopment Opportunities………

Development Opportunities

ClassesMentoringDegree Program…

Competency Development

Design processes to enable effective

reviews

• Reward / recognize• Train

Capture and reuse experts knowledge

Project mangers looking for a specific reviewer

Reviewer

People

Process Technology

Effective reviews

Synergy – Effective reviews

Average # process defects where PM is not an auditor 4.0Average # process defects where PM is an auditor 2.3

Average # process defects where PM is not a CSQA 3.6Average # process defects where PM is a CSQA 2.9

Number of process defects for projects analyzed wrt.

• PM’s total experience

• PM’s total experience in the organization

• Whether the PM is an auditor

• Whether the PM is a first time PM

Analysis of process defects - Example

• Training PMs as auditors

• Audit and Project management reviews for mentoring

• Rotation of PMs between quality and delivery

• Motivating auditors and reviewers through incentives and recognition

Need to achieve behavioral changes that drive continuous improvement

Refining People processes

People – Process interface

• Using number of process defects to evaluate the performance of Project Manager

Using Metrics data to evaluate individuals

Review defectsPerformance

evaluation

Defects found per week in a programmers code

0

2

4

6

8

10

12

14

16

Week

1W

eek 2

Week

3W

eek 4

Week

5W

eek 6

Week

7W

eek 8

Week

9W

eek 10

Week

11W

eek 12

Week

Num

ber

of d

efec

ts

Defects found perweek

Using data for performance evaluation of a programmer

has significantly reduced DEFECT REPORTING

Competency and defect density analysis - Example

0

2

4

6

8

10

12

14

16

18

0 10 20 30 40 50 60 70 80 90 100

% resource having E2 / E3 competency

Def

ect D

ensi

ty

People

Process Technology

AB

CD

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Businesscapability

gargi@ieee.org