APS Introduction to Mckesson
Meeting - Nov 4th, 2008
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APS Highlights• Founded in April 2003
• Patented technology for cross-functional collaboration with simultaneous content and structure management
– Endorsed by Doug Englebart and his group
• Seasoned consultants in web2.0 and online collaboration strategies with operational experience having created and grown 100+-million dollars high-tech businesses; backgrounds include Cisco, Sun, AT&T, Lucent, Stanford, UCSF, and number of startups
• Strong Value Proposition - Significant intra and inter-disciplinary enterprise process efficiency
• Simplifying the realization of best customer delivery practices for enterprises in order to maximize their ROI through efficient collaboration of people and interconnection of IT resources
• Accounts: McGraw Hill Publishing, San Mateo County Human Services Agency, Cisco, Human Capital Institute, Teachers Without Borders, Aspire, American College of Surgeons, Netmanage, Cbyon
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Problem Statement• Cross-functional collaboration
– Inefficient communication within and between departments and organizations
– Unnecessary or redundant procedures
– Delays in producing results – Inability to keep up with the
latest customer requested for all disciplines involved
– Heavier workload with less resources and time
– Problems in teamwork and collaboration across organizations
• Resource management– Fragmented information
technology solutions
– Fragmented customer related documents, RFI, PO, New Feature requests, Modification Requests
Missed Revenue Higher Cost
Lower Quality
Customer satisfaction
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APS for Cross Functional Collaboration
Customer Sales Support
Other Organizations
Enterprise
Marketing
QASales
•Communication•Collaboration•Teamwork
Users need a quick, easy and secure way to document, organize, classify, categorize, share, and track information
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Model for Collaboration Approach
Training Technology
PeopleProcess
•We focus first on the People and Processes changes that need happen to foster a culture of collaboration
•We then Employ Tools and Training to support people and simplify the process of change
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How APS Does it? Process & tools audit Identify gaps, assess risks and benefits for a
collaborative working model Define the functional requirements to collaborate more
efficiently and effectively Identify a cost-effective technology environment matched
to processes and workers needs Recommend the skills required to build a collaborative
culture Recommend the learning process unique to our
customer’s collaborative environments
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APS Deliverables A structure to represent data and information so that
complex relationships may be visualized Models and methodologies for acquisition and
presentation of data Facilitate change between people, process, and
information technology so that the use of information is optimized
Process improvement and technology implementation to integrate information into work processes so that it can be employed efficiently and have the largest impact on business results.
Train for all of the above
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APS Customer Delivery Process Architecture Promote Strategic Business Goals &
Objectives
APS Solutions – Improved collaboration for
timely access to comprehensive customer
information
APS Operation Solutions & SD -
foundation to Improve customer care delivery
process
APS SD – Enabling efficient cross-functional Collaboration
APS SD– The Information
Repository Builder, Digital Library
•Training materials
•Operations Review Package•Product Documentation•Process Models
•Operations Procedures•Training•Sales and Marketing Collaterals•Standards and Best Practices
•Templates for Operations review•Work flows•Documentation (image, text, audio)
•Organization Specific Policies/Standards/ Templates •Existing, improved, and new processes
Tools classification, metadata tagging
Authoring – Capturing content and or contributions
CollaborationTools – revision, security, tracking
RepositoryWeb access,publishing
Flexible structure model, template definition, archiving, search
Marketing/ PM Product Development QA Sales Customer Support
•Process definitions•Training materials
Backup Slides
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Case Studies
• McGraw Hills Publishing• Lucent Networking Group• Cisco Sale Planning and Strategy• San Mateo County • Human Capital Institute• Teachers Without Borders• American College of Surgeons• Aspire – Pathfinder
Case Study – Lucent Technologies • Challenge: product line with annual rev ~ $1B
– Reduce time-to-market interval by 40%
– Cost by 25%
• Organization size:300 people, $3B Rev
• Involvement: YM was the Senior Manager in charge of end-to-end cross-functional testing including development, integration, QA and manufacturing testing as well as Senior Manager in charge of System Quality Assurance
• Technology and tools: IBM Lotus Notes, MS Office tools
• Process: Product Realization/ Stage Gate Process – Every stage was analyzed to identify tasks that could be completed
faster or at lower cost by cross-functional collaboration with upstream or downstream tasks.
– Standards: CMMI, ISO
• Results: We were able to meet both goals
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SDLC Quality Gate Process
Gate1 Gate2 Gate3 Gate4
High Level Scope & Funding
Requirements ConceptualDesign
DetailedDesign
Code
•Opportunity Profile•MRD•Cost benefit Analysis•Approved funding•Planning •Quality Gate Review Document baseline
•Gate 1 met?
•PRD•Business Rules•Use Cases•Diagrams and templates•All processes baseline•Gate 2 met?
•High-level Design document
•Reviewed with vendor and/or product teams
•Document baseline•Gate 3 met?
•Detailed Design document
•Reviewed with vendor or product team
•Document baseline•Gate 4 met?
Functional verification/User Acceptance
TestingCertification Deployment
Gate5 Gate6 Gate7
•Code image created•Mini reviews•Final reviews•Unit testing completed• Integration testing completed
•Gate 5 met?
•Test Plan developed, reviewed, and baselined•Test Plan executed•Testing Results Report•Gate 6 met?
•Final build test plan baselined•Final build test plan executed•Testing Result report•Gate 7 met?
•SLAs reviewed•Communication, training, support documentation completed•Support, operations and maintenance reviews•Gate 8 met?
Gate8
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Change for CollaborationFunctional Architecture
SG Processes
Gate2 Gate2 Gate6
PM Development
Cross-Functional Architecture
Gate7
Testing & Certification
Process Owner (Product Management)
Team ( marketing, architecture, design)
Process Checklist (PRD, Business Rules, Use cases, templates)
Process Metrics (ad-hoc and functionally focused)
XF- Process Owner (Product Management)
Team (Program Management, marketing, R&D Voice of the Customer Liason, architecture, design, systems test, manufacturing)
Process Metrics ( time from entrance to exit, bill of materials, #of bugs, #of field failures, etc.)
Gate1
Process Checklist (entrance/exit criteria, cross-functional teams identified, team member roles identified, collaboration tools with built-in feedback in place, PRD, Business Rules, Use cases, templates)
• Significant training in transforming the cultural to self-leadership, accountability, high-performing teams
• Training in collaborative tools
• Employed CMMI and Stage Gate Process
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Collaboration-Based Norms
• Tolerance• Mutual respect and trust• Feedback Required / Accepted• Take knowledge but give back knowledge• Shared understood goal• Continuous but not continual communication • Clear lines of responsibility but not restrictive boundaries • Minimum threshold of competency• Decisions do not have to be made by consensus • Creation and manipulation of shared spaces• Multiple forms of representation• Physical presence is not necessary• Selective use of outsiders for complimentary insight and
information
How we can help
• Objective of BTS business transformation:– To serve BTS’s customers (Business Partners) better,
faster, – Provide customers with higher quality and lower cost
solutions
• Three Major initiatives in support of business transformation:– Organize and align BTS’s internal (ITIL v3/ITSM) – Improve BTS-Business Partners cross-functional, cross-
organizational operations– Focus internal BTS resources on “core” McKesson
activities, utilize external resources for non-core projects
• As part of this, standardize and deploy SAP as a common enterprise application platform
Implement process-driven collaboration strategies between funcational, and organization silos based
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Principles of Collaboration Do we have a shared goal? Do we know who's who? Do we build status based on our actions? Do we agree that our behavior can be regulated
according to our shared values? Are we interacting in a shared space that is
appropriate to our goals? Can we relate to each other in smaller numbers? Do we have easy ways to share ideas and
information? Do we know who belongs and who doesn't Can we trade knowledge, support, ideas? Can we easily indicate our opinions and
preferences? Can we track our evolution?
The Process of Collaboration
self awareness social skills Intrapersonal skills critical thinking motivation self help self directed learning research techniques problem solving planning precision & accuracy communication team work
Production environment Project management
situation Product launch Strategic planning effort Product development Customer service Classroom teaching
The requisite skills To be applied in typical work situations
The Tools