the methodologies reflected in the enclosed material, including the benchmark comparisons, are...
TRANSCRIPT
![Page 1: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/1.jpg)
The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC. and are for the internal use of addressee only.
NewLane, LLC.290 Brigham StreetHudson, MA 01749
For more information please contact: Alex MarchicelliTel:508-230-5642 Cell: 508-208-0066 Email: [email protected]
Time to Market Process Improvement – A Case Study
November 8, 2000
© NewLane, LLC. 2000 - All rights reserved.
![Page 2: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/2.jpg)
2© NewLane, LLC. 2000 - All rights reserved.
Introduction
This case study explores the strategies used in a real-world scenario to shorten time-to-market and achieve process improvements.
This case study explores the strategies used in a real-world scenario to shorten time-to-market and achieve process improvements.
BackgroundBackground
The Third largest long distance telecommunications company in the U.S. is in the process of rolling out a new architecture and set of services designed to compete for integrated digital telephony services. Creating this new service requires integrating a set of new hardware and software components that are built into the new product architecture at varying stages of the product development life cycle. This new product is comprised of a portfolio of over 200 applications, with up to 5 releases per application. Lastly, multi-vendor management of the new hardware creates additional complexities due to the dependency on a large number of vendors.
The Third largest long distance telecommunications company in the U.S. is in the process of rolling out a new architecture and set of services designed to compete for integrated digital telephony services. Creating this new service requires integrating a set of new hardware and software components that are built into the new product architecture at varying stages of the product development life cycle. This new product is comprised of a portfolio of over 200 applications, with up to 5 releases per application. Lastly, multi-vendor management of the new hardware creates additional complexities due to the dependency on a large number of vendors.
![Page 3: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/3.jpg)
3© NewLane, LLC. 2000 - All rights reserved.
Problem Definition
Is Product Testing Taking Too Long, Slowing Down the Company’s ability to Go To Market Quickly?
Is Product Testing Taking Too Long, Slowing Down the Company’s ability to Go To Market Quickly?
• The ability to reach the market quickly is a potential source of competitive advantage
• Compressing the product development and implementation cycle time is a high priority
• In the product development and implementation process, testing is an important component of overall cycle time
• The company has traditionally been cautious about putting new network services onto the market and has focused on quality of service
• There is a perception that the company is willing to tolerate additional risk with getting the product to market more quickly, at the potential expense to quality of the product delivered
• The ability to reach the market quickly is a potential source of competitive advantage
• Compressing the product development and implementation cycle time is a high priority
• In the product development and implementation process, testing is an important component of overall cycle time
• The company has traditionally been cautious about putting new network services onto the market and has focused on quality of service
• There is a perception that the company is willing to tolerate additional risk with getting the product to market more quickly, at the potential expense to quality of the product delivered
![Page 4: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/4.jpg)
4© NewLane, LLC. 2000 - All rights reserved.
Project Scope
Overall Project
Objective
• Determine how to reduce testing cycle time* while preserving the quality of service delivered to customers
Specific Objectives
• Challenge existing assumptions about testing to break paradigms
• Validate from external benchmarking perspectives, if testing is taking a “long” time, and identify creative approaches to testing
• Identify short-term process improvements that will have a positive impact on reducing cycle time
![Page 5: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/5.jpg)
5© NewLane, LLC. 2000 - All rights reserved.
Strategies Used to Solve Problem
Assertion/Hypothesis Methodology
Conducting Assessments (Process and Productivity)
Benchmarking
Establish Performance Models using “Balanced Scorecard” approach
![Page 6: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/6.jpg)
6© NewLane, LLC. 2000 - All rights reserved.
Assertion/Hypothesis Methodology
Scientific method based on proofs, quantitative and qualitative analysis
Used for Root Cause analysis
HistoryHistory
DefinitionDefinition A formulation of hypotheses whereby the user goes about proving the hypotheses right or wrong.
Causal analysis
Interdependency between line function’s and hypotheses
![Page 7: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/7.jpg)
7© NewLane, LLC. 2000 - All rights reserved.
Conducting Assessments
InternalInternal
ExternalExternal
High Impact Interviews
Questionnaire
Workshops
Phone or on-site Interviews
On-Line or e-mail Questionnaire
To collect quantitative data in support of or dispute the hypotheses, and to determine corrective action.
To collect quantitative data in support of or dispute the hypotheses, and to determine corrective action.
![Page 8: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/8.jpg)
8© NewLane, LLC. 2000 - All rights reserved.
Benchmarking
PurposePurpose To collect similar type data and compare it against industry norms and/or use the baselines to compare the data against its own history
TipsTips Make sure questions are “correctly” formulated
Avoid “leakage” of data by conducting on-site interviews
Use appropriate rating technique
![Page 9: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/9.jpg)
9© NewLane, LLC. 2000 - All rights reserved.
Performance Models using Balanced Scorecard Approach
DefinitionDefinition A performance measurement criteria based on “four” perspectives – Customers, Learning and Growth, Internal Processes, and Financial
Why BS?Why BS? It enables companies to assess and continuously measure performance, and to quickly change measurement criteria based on market dynamics.
![Page 10: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/10.jpg)
10© NewLane, LLC. 2000 - All rights reserved.
Assessment & Assertion Findings
Determine where the potential lies for shortening development cycle
Determine where the potential lies for shortening development cycle
![Page 11: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/11.jpg)
11© NewLane, LLC. 2000 - All rights reserved.
Performance Model
This will lead into a set of Interrelated Performance Pathways
This will lead into a set of Interrelated Performance Pathways
![Page 12: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/12.jpg)
12© NewLane, LLC. 2000 - All rights reserved.
Performance Pathways
![Page 13: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/13.jpg)
13© NewLane, LLC. 2000 - All rights reserved.
This will lead into the formulation of a performance Scorecard
![Page 14: The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC](https://reader036.vdocument.in/reader036/viewer/2022062519/56649d005503460f949d3180/html5/thumbnails/14.jpg)
14© NewLane, LLC. 2000 - All rights reserved.
All of which results in a reduction in cycle time.