Productivity improvement through right governance
•
1 recomendación•369 vistas
Productivity improvement through right governance.
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Productivity improvement through right governance
Similar a Productivity improvement through right governance (20)
Más de Chandan Patary
Más de Chandan Patary (20)
Último
Último (20)
Productivity improvement through right governance
- 1. 1 Productivity improvement through Right Governance Chandan Patary 01 November 2012
- 2. 2 Agenda • What are the parameters relevant to productivity that need to be tracked for effective Governance? • How can an organization demonstrate customer satisfaction and effective value for money with metrics driven approach? • Effective Change management and Risk management to minimize down time and increase productivity? • Effective Business Requirement Management • How can we do the Benefit Realization and achieving results and link the same for knowledge building and productivity? Presentation Title
- 5. 5 Dashboard and Scorecard • Measurement program and decision making • G-Q-M approach • Communication • Project/Program KPIs • Continuous improvement • Infrastructure and centralized display Presentation Title
- 6. 6 Productivity • According to the definition of Productivity = Output/Input • Various questions appear when we look into the resource usages. – How can stakeholders know how efficiently resource utilization is happening? – How can stakeholders ensure optimum usage of the resources so that productivity goes up? – How can stakeholders take decision to control the ambient factors which influence the output? Presentation Title
- 7. 7 Productivity Reduction Reason • Incomplete requirements • Lack of user involvement • Requirements churn • Wasted resources • Gold plating • Inaccurate estimates Presentation Title
- 8. 8 Benefit Management and Realization • Benefit Realization plan(Start-middle-end) • Benefit monitoring and review • Organization maturity due to Benefit • Validate Benefit and impact • Benefit presentation • knowledge management(Benefit tracking information) Presentation Title
- 9. 9 Governance • The process of decision-making and the process by which decisions are implemented (or not implemented) • Governance is a framework which enables management teams to make better decisions. • Accountability • Customer Satisfaction measurement Presentation Title
- 10. 10 Data Flow Diagram Presentation Title
- 11. 11 Measurement • Measurement is ultimately a quest for certainty and control: certainty in understanding the nature of some phenomenon so as to control, influence, or evaluate that phenomenon • CSI Model – What is the vision? (strategy) Where are we now? (assessment) Where do we want to be? (target) How do we get there? (process improvement) Are we there yet? (measure) How do we keep the momentum going? • 7-Step Improvement Process – What should you measure, what can you measure, gather the data, process the data, analyze the data, present the data and implement improvement • Measure what you can? Measure what you value? Measure what drives behavior? Measure what optimizes results? • Success in any activity requires effective decision making based on clear indications of status and progress • Measurement maturity Presentation Title
- 12. 12 Requirement Management • Requirements development is an iterative process • Organization Requirement management process, infrastructure. • Attributes captured(Absolute reference, Author of the requirement, Complexity, Ownership , Priority, Risks, Source of the requirement, Stability, Status, Urgency,cost,etc) • Requirement related change management(Process, Person,impact,plan etc) • Other attributes like (Unambiguous, Concise, Finite, Measurable, Feasible, Testable, Traceable) Presentation Title
- 13. 13 Project Classification • The complexity of the project, the nature of the deliverables, and the overall risk to the business needs to be taken into consideration – How many stakeholders? – What will be the business/functional areas affected? – What will be the business systems that will be affected? – Amount and nature of risk? – Uniqueness of requirements – Number of technical resources required and expertise we have? – Domain where project is executing? Presentation Title
- 15. 15 Change Management • How the change align with the project and business objectives to help ensure all changes add business value? • Change should handled as a “mini project “ , plan change, cost,time,solution impact and contingency plan. Presentation Title
- 18. 18 Quality Assurance Team Dashboard Presentation Title
- 21. 21 Requirement Management Presentation Title “If we don’t get the requirements right, it doesn’t matter how well we do anything else.”
- 22. 22 KAIZEN drive for effective Governance • Continuous process improvement • Reward and recognition for best Governance Presentation Title
- 23. 23 General • Cultural change, Mindset change from top down and bottom up chain • Total transparent system • Data driven decision making Presentation Title
Notas del editor
- Dashboards are visual display mechanisms used in an operationally oriented performance measurement system that measure performance against targets and thresholds using right - time data. Scorecards are visual displays used in a strategically oriented performance measurement system that chart progress towards achieving strategic goals and objectives by comparing performance against targets and thresholds.
- All processes should be measurable and performance driven (not just time, but measuring overall efficiency including cost, effort and other resources used). • Processes are strategic assets when they create competitive advantage and market differentiation. • Processes may define roles, responsibilities, tools, management controls, policies, standards,guidelines, activities and work instructions if they are needed.
- One cannot control what one cannot measure. A well- chosen set of metrics clarifies the goals of the organization. Lack of governance to control project progress. Across the organization, different teams were using different governance mechanisms, not connected,with progress measured during informal weekly meetings. Poor communication due to different time zones and locations and cultural and political differences. Not all team members were fluent in English,and due to different time zones, many discussions were inconclusive or had to be postponed for days.