executive insights dc
DESCRIPTION
Presented last Oct 8, 2010TRANSCRIPT
HOW THREE DC ORGANIZATIONS ACHIEVED WORK MANAGEMENT SUCCESS
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EXECU
TIVE INSIG
HTS D
C Why?
• Challenging and exciDng Dmes for organizaDons
• Do more with less
• Achieving organizaDonal transformaDon success
• Commitment at execuDve level
• How MicrosoM work management tools can support your organizaDon
• Successful adopDon has organizaDonal challenges
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INNOVA
TIVE-‐E Who We Are
• Inspire, Lead, and Be the Catalyst of OrganizaDonal TransformaDon
• ExperDse • SharePoint for Project Management
• Project Management for SharePoint
• Custom SharePoint SoluDons Development
• World Class Team
• Thought leaders, published authors, instructors, speakers
• Seasoned execuDve management
• PMPs, Six Sigma, SOX, ITIL, COBIT, RUP, MSCDs
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INNOVA
TIVE-‐E Who We’ve Helped
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SAMPLE S
LIDE
Agenda
7:30 -‐ 8:00 RegistraDon/Breakfast/Networking
8:00 -‐ 8:15 Welcome Remarks
8:20 -‐ 8:45 ElevaDng Business Value with MicrosoM Work Management SoluDons
8:50 -‐ 9:10 Business Process Re-‐Engineering and Improved Healthcare Outcomes
9:15 -‐9:35 Delivering QA Process Improvement and Savings
9:40 -‐ 10:00 Healing a Case of IneffecDve Process, Document & Project Management
10:05 -‐ 10:25 Top 10 Best PracDces To Achieve SharePoint Success
10:30 – 11:00 Panel Discussion
ARPAN SHAH
ElevaDng Business Value With MicrosoM Work Management SoluDons
Director, MicrosoM Project
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EXECU
TIVE INSIG
HTS D
C About Me
• Internet business industry background • Web E-‐commerce soluDons
• MicrosoM for the last 9+ years • Internet business soluDon product management • CMS product management • SharePoint tech product management
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Project Management
AssociaDon with:
• Complexity
• Specific Industries like Manufacturing, ConstrucDon, ConsulDng, Oil & Gas, etc.
• Specific group or set of individuals (ex. PMO office)
Work Management is for everyone: individuals, teams and organiza8ons.
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Popular Work Management Techniques Today
Individuals Project Managers Execu8ves/PorAolio Managers
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Popular Work Management Techniques Today
Individuals Project Managers Execu8ves/PorAolio Managers
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Alignment with Business ObjecDves
Visibility
& Control
CollaboraDon
PMO, Resource and Project Managers
Enterprise Project
Management
Project Team Members
ExecuDves and Porlolio Managers
Porlolio Management
Work Management
" Demand Management
" Porlolio SelecDon " Capacity Planning " Porlolio ReporDng
" Resource Management
" Financial Mgmt
" Project ReporDng " Project Scheduling " Program Mgmt
" Time ReporDng " Team CollaboraDon
HOW
PPM
HE
LPS TH
E ORGAN
IZAT
ION
Processes and Tools
How Work Management Helps the OrganizaCon
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Project and Porlolio Management is the conDnuous process of iden8fying, selec8ng and managing a porlolio of projects in
alignment with key performance metrics and strategic business objecDves
Make Decisions that Align with Business Goals
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CUS
TOMER BENEFITS OF
PPM
Reduce costs, increase efficiencies and prepare for growth
Reduce Costs o Gain visibility and control over projects o Manage projects and resources effectively o Reduce redundancies and non-performing projects
Improving Business Outcomes o Align work with strategic objectives o Prioritize work by financial return o Mitigate risks and measure results
Customer Benefits
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CHOOSE THE RIGHT TOOLS THAT CAN EVOLVE WITH YOU
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Where do you start?
MARIE-‐MICHELLE STRAH, PHD
Business Process Re-‐Engineering And Improved Healthcare Outcomes
Lead Business Consultant, Aquilent
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INTRO
DUCTIO
N Overview
• IntroducCon
• Marie-‐Michelle Strah, PhD
• Aquilent, Inc. Lead Business Consultant • Email: michelle DOT strah AT aquilent DOT com
• Twi6er: @cyberslate
• ObjecCves
• Best pracDces for SharePoint deployment in military healthcare seqngs
• How to leverage SharePoint as an enterprise soluDon in highly regulated seqngs (DoD/VA)
• How to effecDvely manage expectaDons and leverage exisDng knowledge management iniDaDves in DoD/VA for successful SharePoint implementaDons
Case Study Format – Longitudinal PerspecCve
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ERMC
Army in Europe TransformaCon 2004-‐2008
• Pain Points
• Challenges to military healthcare OIF/OEF • Very few automated processes for healthcare administraDon
• IntegraDng private sector best pracDces, accreditaDon and managed care (TRICARE)
• SharePoint 2003 infrastructure but no champion
• Process
• Hey, we’ve got a great idea!
• Command adopDon (HMEDDAC) • Command adopDon (ERMC)
• Goals: compliance and transformaDon
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ERMC
SoluCons for TransformaCon
• Healthcare AdministraCon
• StandardizaDon and automaDon of exisDng processes
• Quality measures (data, data, data) • ConDnuous process improvement
• TransformaCon
• ConsolidaDon and realignment – creaDon of new processes
• IntegraDon of G-‐3 and G-‐6 processes
• Rapid deployment
• Provide structure, decision-‐making and execuCve dashboarding
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ERMC
SoluCons for TransformaCon
• Enterprise Portal -‐ HMEDDAC
• Phase I – 3 months – planning and buy-‐in
• Phase II – 12 months – implementa8on and training across subordinate commands (7) and headquarters
• Phase III – 12 months – implementa8on and training across clinical divisions, records management, quality and risk management, pa8ent safety, pa8ent sa8sfac8on, hospitality
• Enterprise SoluCons -‐ ERMC
• Phase I – 3 months -‐ Transforma8on Portal and capital equipment and supply chain management
• Phase II – 12 months -‐ Host Na8on Ini8a8ves • Host NaDon PaDent Liaison Program
• ERMC Medical Library and Knowledge Portal
• Wounded Warrior Care
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ERMC
Results
Virtualiza)on of 100% of business processes across 8 geographically dispersed hospital and ambulatory care clinics
• Joint Commission AccreditaDon – Hospital (2008)
• Joint Commission AccreditaDon – Ambulatory (2008)
• DoD/MEDCOM InspecDon (2008)
• Congressional InspecDon (2008)
• 100% accountability of 2500 staff and $150 million of durable equipment
• 15% increase in paDent saDsfacDon rates
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DCOE Defense Centers of Excellence for Psychological Health and TraumaCc
Brain Injury 2009-‐2010
• Pain Points
• New organizaDon with li6le to no established processes (management)
• Clinical research
• Joint services
• IntegraDon with exisDng civilian agencies (including VA/NIH)
• Processes
• Command adopDon (DCoE)
• Robust knowledge management initaDve:
• TMA (Tricare Management AcDvity) records management • Subject ma6er experDse
• Champion: Chief of Staff
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DCOE
SoluCons for CollaboraCon
• SoluCon:
• Phase I – con)nuous -‐ Branding – SharePoint 2007 portal
• Phase II – 3 months -‐ Iden8fica8on of KM team and strategic planning
• Phase III – 3 months -‐ Iden8fica8on of Power Users and training
• Phase IV – 3 months and ongoing – Content Migra8on and Integra8on with civilian agencies (SharePoint 2003 and 2007)
• Results:
• 100% adopDon within 3 months
• IntegraDon of 8 directorates and 6 component centers as a unified command within 6 months
• Groundbreaking at NICoE (NaDonal Intrepid Center of Excellence) 24JUN10
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JTF-‐CAPM
ED
Joint Task Force – NaConal Capital Region (JTF-‐CAPMED) 2010-‐present
• Pain Points
• What supply chain?
• Joint services • Data integrity and accuracy
• Legacy systems
• Process
• Phase I – 1 month – BPA: Assessment and Evalua8on
• Phase II – 3 months
• Data and systems architecture and design
• Program Management Informa8on System (PMIS)
• Phase III – 3 months
• Systems Integra8on (COTS)
• Custom Development (SharePoint)
• Data Quality
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JTF-‐CAPM
ED
World-‐Class SoluCons
• SoluCon • Project Management InformaDon System (PMIS) • ExecuDve Dashboard and BI (JTF-‐CAPMED SharePoint Portal) • SaaS integraDon and interface SQL/.NET (API) (A6ainia and Accendo) • Data visualizaDon and interface (MS Silverlight) • Integrated Master Schedule (MS Project – MS Project Server) • Automated data transfer (JMLFDC – DMLSS) • Tracking Tool (SharePoint 2007)
• Results • Unique health services supply chain soluDon • IntegraDon of 100% construcDon, financial, contractual, capital
equipment, procurement, warehouse, and tracking data (RFID/barcode) • 100% accountability of $322 million of equipment w/in 6 months
SharePoint SOA: Crea)on of prototype DMLSS interface and cradle-‐to-‐grave accountability
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LESSONS LEA
RNED
A`er AcCon Report
Challenges: • Staffing • IPT (Integrated Product Team) • Infrastructure and server farm implementaDon • Data architecture • AuthenDcaDon • Project Planning: Make or Buy and Business Case Analysis
Enablers: • Staffing • Agile/Scrum Methodologies • SharePoint SDLC • ExecuDve Support • Phased/IteraDve Deployments • Flexibility/Adaptability
JOE SNYDER
Delivering Quality Assurance (QA) Process Improvement And Savings
Engineering Manager, VGT
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INTRO
DUCTIO
N
Company PerspecCve
• VGT Historical perspecDve • Accelerated growth
• Single market focus
• CompeDng Groups
• SW Engineering
• Field Service • ProducDon • Corporate
• Change Agent • Best PracDces • Fence them in
• Tighten the fence -‐but don’t scare them!
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PROCESS
Technology ConsideraCons
• Technology • Boon
• Bane
• Good to Great ! • Technology Accelerators
• Fly Wheel concept
• Methodology – A balancing act
• Strategic
• TacDcal
• New technology hurdles • Learning curve • ConDnue to release
• Money In the bank
• How much will it cost
• ROI
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SOLU
TION
The Challenge
• Requirements • Pilot it with QA • Provide concrete metrics on the value add • Show value out of the box • Will it scale? • Will it be accepted by the stakeholders?
• MS Project -‐QA • Status Reports • Resource scheduling • Progress Updates
• In acDon • PWA • Outlook • Status report • Task updates
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RESU
LTS Resistance is FuCle
• FTE savings
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RESU
LTS Resistance is FuCle
• Resource AllocaDon/ Assignment
• Control Group
• No significant changes seen • Test Group*
• Be6er CommunicaDon between groups
• Clearer expectaDons • No over allocaDons • Improved Dme to test compleDon
• Progress ReporDng • Real Dme data • EsDmated Dme vs. Actual Dme Data
• Improvement to Status ReporDng
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LESSONS LEA
RNED
Next Time
• Unexpected results • Control group was eager to be included in the next phase • Groups began to experiment and self train on the tool • SW engineering group took noDce and was advocaDng for enterprise
wide adopDon in 2011
• Lessons Learned • Longer pilot Dme frame would permit broader scope of tests • Limited metrics on exisDng state made comparisons somewhat
inconclusive • Support role was a full Dme job
• Next Steps • Scale to the enterprise • Planning • Training • ExecuDon • Follow up
MATTHEW FRITTS, MPH
Healing A Case Of IneffecDve Process, Document and Project Management
Senior Program Manager, Samueli InsDtute
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INTRO
DUCTIO
N Samueli InsCtute
• Who We Are
• Non-‐profit, non-‐affiliated medical research organizaDon
• Started in 2001 with funding from benefactors Susan and Henry Samueli • Primary funding source is now DOD
• Mission = transform health care through the scienDfic exploraDon of healing
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INTRO
DUCTIO
N Project Management at Samueli InsCtute: “A Case History”
• Symptoms: Inefficiency, frustraDon, ad-‐hoc system of heterogeneous and unlinked databases and tracking systems
• IniDal a6empts at self-‐management of this “disease” failed
• Diagnosis: Growing pains and immature processes, personnel, and technology toolsets
• Treatment: Evolve the InsDtute’s staff, processes, and project management
• Doctors and nurses: InnovaDve-‐e, Inc. and training
• Prognosis: Evolve through its growing pains and into healthy, thriving organizaDonal wellness
• Caveat: maintaining wellness requires ongoing self-‐management & disciplined prevenDon
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fficient
anagement of
rojects and
peraDons
ith
lectronic & human
esources
PRO
CESS IdenCfying a PotenCal SoluCon Overall Goals
• Enhance and streamline DOD-‐funded project planning, tracking, reporDng and integraDon. • Provide the InsDtute’s Military Medical Research Program (MMRP) with the knowledge, skills, resources, technology and processes required for effecDve project management (PM).
Three ObjecCves / Work Areas
E M P O W E R
• ObjecDve 1: Provide training, coaching and support related to project management (PM) theory, processes, tools, resources and best pracDces. People
• ObjecDve 2: Establish a framework for effecDve project management based on PMBOK theory and principles and including documentaDon and clarificaDon of policies and procedures.
Process
• ObjecDve 3: Create a Project Management InformaDon System (ProMIS). Tools
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PROCESS: ID
ENTIFYIN
G A PO
TENTIA
L SO
LUTIO
N
Goal 3: Create a Project Management InformaDon System (ProMIS)
EMPOWER Goal 3: “Tools”
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LESSONS LEA
RNED
Moving forward
PEOPLE • No PM
background • Basic PM training • PM Certification
PROCESS • Ad-hoc • PM Process
Standardized
• Automated workflows , portfolio reporting
TOOLS • Paper, MS
Word, MS Excel, Email
• PM templates, MS Project
• MS Project Server
Level 1: IniDal
(2010) Level 2:
Repeatable Level 3: Defined
(2015)
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SOLU
TION
Product / FuncConality
SP 2010 + MS Project 2010 3rd Party PM Add-‐on for SP 2010
Project Server 2010 + SP 2010
Project Task Management
Task level, not assignment level in SP
Assignment Level Assignment Level
ReporDng Dependent on site hierarchy, Need to custom build roll ups, can only do 1 level roll up
Dependent on site hierarchy, OOTB roll ups provided, Not capable of complex relaDonship, can only do limited level roll up
Not dependent on site hierarchy, OOTB roll ups provided, can handle complex relaDonship and mulD level roll ups
Workflow OOTB limitaDon in ability to capture different informaDon at different point in the process. Workflow can be created in SP Designer.
Same as SP 2010 OOTB capability to capture different informaDon. Can be created in Visual Studio, but can be configured and tweaked in Project Server
Scalability Does not scale up when more complex features are needed
Can scale up to other funcDonaliDes provided in the plalorm
Can scale up to other funcDonaliDes provided in the plalorm
Usability OOTB SP may provide simpler user interface.
Designed to provide as simple a UI as possible
More complex UI because of the built in capabiliDes
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RESU
LTS ROI -‐ Preliminary Results
• Standard OperaDng Procedures, process flows, related forms, and policies draMed for 3 of the major project types that the MMRP conducts
• All staff received training in SharePoint 2010 (the plalorm through which the MMRP will streamline its document management funcDons) and in MicrosoM Project 2010 (the plalorm through which the MMRP will streamline its project management funcDons)
• Completed a prototype of ProMIS
• Review and approval of two comprehensive Standard OperaDng Procedures (SOPs) on (1) intramural human subjects research projects and (2) intramural programs was deferred, so that the Dmeline for releasing ProMIS could be accelerated
• Concept maps for key InsDtute processes were developed
• Clarified InsDtute processes that are currently ambiguous or unclear
• StandardizaDon • DefiniDon of project terms • Roles & responsibiliDes for PI, PM, PO, etc
• IdenDfied high-‐priority training needs related to SharePoint and Project Management
BILL ENGLISH
Top 10 Best PracDces To Achieve SharePoint Success
CEO, Mindsharp
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WHO IS M
INSH
ARP?
Best PracCces
Training
Conferences Industry Leadership
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WHO IS M
INDSH
ARP?
Federal and Military Customers: Last 5 Years
DoD USMC RecruiDng Command USMC MAGTF Integrated System Training Center Navy Fleet Forces Command Navy Office of Civilian and Human Resources Naval Undersea Warfare Center Navy Special Warfare Command Special OperaDons Command Joint Special OperaDons Command Missile Defense Agency Army Forces Command, G6 Army Redstone Technical Test Center Army Soldier Systems Command Army Fort Sam Houston Army Fort Bragg Army Research, Development and Engineering Command Air Force Space Command Air Force Tyndall Air Force Base Air Force Los Angeles Air Force Base Air Force Edwards Air Force Base Air Force Office of Plans and Policies United States Military Academy
Civilian United States Coast Guard NaDonal AeronauDcs and Space AdministraDon NaDonal Oceanic and Atmospheric AdministraDon United States House of RepresentaDves United States Nuclear Regulatory Commission United States Department of Agriculture
United States Department of Veteran’s Affairs United States Department of TransportaDon United States Department of Energy United States Department of the Treasury United States Department of the Interior United States Department of Agriculture United States Department of JusDce United States Department of Health
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WHO IS M
INDSH
ARP?
Mindsharp Fortune 100 Customers: Last 5 years
Walmart Exxon Mobil Chevron General Motors Conoco Phillips CiDGroup Bank Of America Berkshire Hathaway JP Morgan Chase & Co. IBM Verizon McKesson Goldman Sachs Group United Health Group Boeing Merrill Lynch Target State Farm WellPoint Dell Johnson & Johnson
Marathon Oil Wachovia Wells Fargo MicrosoM UPS Pfizer Lowe’s Time Warner Caterpillar Sunoco Lockheed MarDn Sprint-‐Nextel PepsiCo Intel KraM Foods AllState Best Buy Walt Disney Ingram Micro Sysco Cisco
HoneyWell Northrop Grumman Hess GMAC Comcast New York Life Coca-‐Cola NewsCorp General Dynamics HCA Macy’s Liberty Mutual Insurance Abbo6 Labs Washington Mutual Massachuse6s Mutual Life 3M
58 of the Fortune 100 are EBA Customers
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10 BEST P
RACTICES FO
R SHAREP
OINT IM
PLEMEN
TATIO
N
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10 BEST P
RACTICES FO
R SHAREP
OINT IM
PLEMEN
TATIO
N #10: Approach SharePoint as a Strategic Business Plaiorm
SoMware Plalorms
Business Requirements
Strategies & Goals
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#9: Must Have Clear Business Requirements for SharePoint
Problem or Opportunity
Strategies
Business Requirements
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#8: Decide what SharePoint will and won’t do
Phase 2 Phase 3
Document Management Basic Search
CollaboraDon
Workflows
Projects
Records Management
Phase 1
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#7: Don’t use SharePoint Outside its’ Intended Use
SharePoint is not:
AccounDng Package CRM
Business Process AutomaDon
Resource Management
Porlolio Management
ERM
ERP Time & Expense
Can you? Yes – with enough developers, Dme and money
Should you? No – See Best PracDce #3
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#6: Must have InformaCon Design that SharePoint can Support
• Garbage in, Garbage out
• PutabilityFindability
• E-‐Discovery
• Data Breaches
• Lower Costs
• Lower Exposure to Liability
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10 BEST P
RACTICES FO
R SHAREP
OINT IM
PLEMEN
TATIO
N Some Facts and Stats
• Over 30 billion original documents are created and consumed each year
• Cost of documents is esDmated to be as much as 15% of annual revenues
• 85% of documents are never retrieved • 50% of documents are duplicate in some way
• 60% of stored documents are obsolete
• For every $1 spent to create the document, $10 are spent to manage it
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FINDABILITY A
ND ECM
More Facts and Stats
• 36% -‐ IT rolls out SharePoint with no input from Record Managers or ECM teams
• 14% -‐ admit that no one is in charge and that SharePoint + ECM is out of control
• SMS/text messages, blogs, wikis and other web 2.0 technologies lack inclusion in the ECM soluDon in 75% of organizaDons
• This represents a major risk to companies
• Avg number of queries per day: 20
• Avg number of hours/week spent finding info: 3.5
• ~$4500 cost/worker/year
• 10K workers: $45,000,000/year
• Too high? OK – Cut it by 90%: $4.50M/year
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#5: Ensure there is Pervasive EducaCon for your OrganizaCon
• ExecuDves
• End-‐users
• Help Desk • IT Administrators
• Developers
• Web Designers/Developers
• Business Analysts
• Managers • Partners
• Vendors
• Customers
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#4: Ensure SharePoint is Included in your Social Media Policies
Tagging I like it Post comments
My Colleagues
Personal blog Share docs, links Tag Cloud So forth…
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#3: Don’t Customize SharePoint Unless You’re Forced to do so
Out of Box 3rd Party Customize
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#2: Must have Governance for Ongoing Success with SharePoint
Governance focuses on:
1. What the rules are
2. Who gets to make the rules 3. Who enforces the rules
Rule #9 for DaCng my Daughter: Do not lie to me. I may appear to be a potbellied, balding, middle-‐aged, dimwi6ed has-‐been. But on issues relaDng to my daughter, I am the all-‐knowing, merciless god of your universe. If I ask you where you are going and with whom, you have one chance to tell me the truth, the whole truth and nothing but the truth. I have a shotgun, a shovel and five acres behind the house. You will not be missed nor will you be found.
Example:
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#1: Must have ExecuCve Buy-‐In to the Proper Use of SharePoint
Real-‐World IllustraDon of a Fortune 500 company that didn’t have CEO buy-‐in for their SharePoint implementaDon
Why do we need your buy-‐in and acDve support?
Provides proper focus and direcDon No “higher-‐court” of appeal Enables context for project compleDon
Allows alignment of requirements, technology, policies and governance
Direc)on. Clarity. Confidence.
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WORST P
RACTICE: IG
NORE TH
E BEST P
RACTICES
DUX RAYMOND SY, PMP
Panel Discussion
Managing Partner, InnovaDve-‐e
HOW THREE DC ORGANIZATIONS ACHIEVED WORK MANAGEMENT SUCCESS
Thank You!