ࡱ> 9;45678 @ ڳbjbj00 "DRbRbsf6v6v6v8nv<wdx`}(B}B}B}~3t<>>>>>>$!Rsfbo~~oobB}B}w)))oB}B}<)o<))/t fWB}x q6v5 =^0h>/fWfW]@@()=<ybbd;R@5"R@SSME Introduction to Methods Supporting presentation: methods.ppt Table of Contents  TOC \o "1-3" \u SSME Introduction to Methods  PAGEREF _Toc163362299 \h 1 Table of Contents  PAGEREF _Toc163362300 \h 1 Slide 1: Title  PAGEREF _Toc163362301 \h 1 Slide 2: Unit objectives  PAGEREF _Toc163362302 \h 1 Slide 3: What is a method?  PAGEREF _Toc163362303 \h 2 Slide 4: Current environment  PAGEREF _Toc163362304 \h 3 Slide 5: Sufficient knowledge is a moving target  PAGEREF _Toc163362305 \h 3 Slide 6: Methods play a key role in a services business  PAGEREF _Toc163362306 \h 3 Slide 7: Patterns  PAGEREF _Toc163362307 \h 4 Slide 8: Methods provide  PAGEREF _Toc163362308 \h 4 Slide 9: Why use methods?  PAGEREF _Toc163362309 \h 6 Slide 10: Why are methods important to the service supplier?  PAGEREF _Toc163362310 \h 7 Slide 11: Why are methods important to clients?  PAGEREF _Toc163362311 \h 7 Slide 12: Why are methods important to the practitioner?  PAGEREF _Toc163362312 \h 7 Slide 13: The difference when using methods  PAGEREF _Toc163362313 \h 8 Slide 14: Differentiation  PAGEREF _Toc163362314 \h 8 Slide 15: Considerations for using methods  PAGEREF _Toc163362315 \h 9 Slide 16: How do we use the methods that are available?  PAGEREF _Toc163362316 \h 9 Slide 17: Method Adoption Workshop  PAGEREF _Toc163362317 \h 10 Slide 18: The value of a standard tool suite  PAGEREF _Toc163362318 \h 10 Slide 19: Limitations  PAGEREF _Toc163362319 \h 11 Slide 20: Resistance to using common methods and tools  PAGEREF _Toc163362320 \h 12 Slide 21: In summary  PAGEREF _Toc163362321 \h 12 Some questions to consider  PAGEREF _Toc163362322 \h 13 Activities  PAGEREF _Toc163362323 \h 13 Selected Readings - Books  PAGEREF _Toc163362324 \h 13 Suggested Readings - Articles  PAGEREF _Toc163362325 \h 14 References  PAGEREF _Toc163362326 \h 14  Slide 1: Title This module includes some considerations for the use of methods in the services lifecycle from engagement through solutions design and delivery. The primary context for the discussions in this module is an IT services business. The module depends on the reader or student to have an understanding of todays increasing globalization of business and familiarity with the What are Services and the Overview modules in this Service Science, Management and Engineering (SSME) series. Slide 2: Unit objectives The focus of this unit is to introduce you to the use of methods in services, the spectrum of pure invention to automation, why methods can be valuable, how they are applied, and some possible limitations. We introduce a scientific challenge about the creation and use of methods. Prerequisite to this module is some knowledge of project management and a typical engagement cycle. If the student has not been exposed to these a short introduction in addition to this material would be appropriate. See the Project Management Institute web site self-study section:  HYPERLINK "http://www.pmi.org/info/PDC_AppliedFramework.asp?nav=0405" http://www.pmi.org/info/PDC_AppliedFramework.asp?nav=0405. Also, here is a definition and brief history of project management on Wikipedia  HYPERLINK "http://en.wikipedia.org/wiki/Project_management" http://en.wikipedia.org/wiki/Project_management. A typical engagement cycle refers to the following steps: Solution start up: In this initial customer engagement step, you and your customer decide to start a project, and begin setting up an agreement. Business discovery: This is the process of understanding the gap between current and expected business requirements. It includes gathering and documenting business requirements, understanding the customer environment, and completing gap analysis. Solution proposal: Based on the customer requirements, you create proposals for a project or solution. Solution planning: In this step, you plan the solution and identify the infrastructure, personnel, and resources needed. Solution implementation cycle: The implementation includes the building of systems and process implementation. Solution deployment: The new solution moves into a production environment. Call centers are typically highly method dependent. Take a look at Avi Mandelbaums Service Engineering course and call center information ( HYPERLINK "http://iew3.technion.ac.il/serveng/" http://iew3.technion.ac.il/serveng/) Slide 3: What is a method? From Merriam-Webster ( HYPERLINK "http://www.m-w.com/" http://www.m-w.com/) A method is a systematic procedure, technique or process. One example is the scientific method which is defined as a discipline that deals with principles and techniques of scientific inquiry. As you know, the scientific method is an iterative cycle of these general seven steps: Define the question Gather information and resources Form hypothesis Perform experiment and collect data Analyze data Interpret data and draw conclusions that serve as a starting point for new hypotheses Publish results As you can see above, a method consists of a repeatable approach to a problem. In the business world, a method is a captured experience which can be used again under similar circumstances. Forms of methods can include checklists and templates, procedures and processes. It should be obvious that we want to capture what we call leading practices that is: collect what works best, and if possible, what your competition hasnt yet figured out how to do. Well take a look at methods in competitive differentiation later in this module. Methods need to be flexible to allow them to be adapted for different situations. If bureaucracy creeps in, and what should be guidance changes to inflexible rules or laws, a practitioner can no longer adapt the method to ensure smooth execution. If we have to take time to bend the rules to get around unneeded policies we waste time and lose productivity. Our primary focus here is Information Technology services management, as mentioned before in the SSME modules set. As a reminder, the SSME discipline is not simply for IT, but applies across the spectrum of services. In general, we believe that methods have to exist within the context of experience. That means that in order to apply them, one must be able to follow the steps prescribed yet adjust or customize what is required to deliver a service to a particular client. If a method doesnt require any thought at all, and one size fits all then it is a strong candidate for automation. Slide 4: Current environment The IT service business depends on rapid acquisition and deployment of knowledge The services business is a knowledge business And method is captured, reusable knowledge Expertise and capability is at the heart of the services business, but profitability is dependent on leveraging assets, expertise and innovation. Client businesses are evolving rapidly into virtualized, componentized, and hybridized business ecosystems. Visit  HYPERLINK "http://www.soa.com" http://www.soa.com and see SOA explained in 7 easy steps at  HYPERLINK "http://www.soa.com/index.php/section/solutions/soa_explained_7_steps" http://www.soa.com/index.php/section/solutions/soa_explained_7_steps The delivery of integrated solutions increasingly requires integration of teams that span various partner entities in a worldwide, multi-location delivery environment. There are multiple workplace language gaps across business and technical specialties and professions, including national languages. Slide 5: Sufficient knowledge is a moving target There is a time-value of knowledge that decays rapidly to a commodity level By leveraging an organizations collective knowledge and experience you can make the average person more prepared and more able to work with clients (smarter). The next generation of technology provides new challenges to existing methods and tools. There are technical and management challenges in making multiple tools and methods work together in ways that are seamless, efficient and profitable. There is a dynamic tension between a product view of methods, tools and content, and a services view of the same assets, each requiring different business models. There is a sense of urgency to everything nowadays, as clients come to expect business value on demand. Slide 6: Methods play a key role in a services business Note: Read  HYPERLINK "http://www.hbr.og" www.hbr.org Deep Smarts by Dorothy Leonard and Walter Swap (OnPoint 7731) Every services situation is unique (at least it seems so) and yet if one studies individual situations we can see patterns emerge. These patterns are the points of opportunity to create methods that can increase capability in providing service. Some of the sources of variability in client situations are their unique business strategies, their level of maturity, budgets and the technologies in use. In order to capture these patterns one needs to be able to bridge multiple areas of knowledge. We call this situation based capability. An example follows, using a parallel between methods and software code (code is reusable and replicable for differing situations). Slide 7: Patterns Provide new layers of abstraction Extend domain of software patterns to earlier phases of solution design and development Provide basis for problem decomposition Help understand and analyse complex business problems and break them down into smaller, more manageable functions that can then be implemented using proven low level design patterns. Provide basis for (advanced) solution description Help quickly describe advanced business solutions and break them down into smaller functions to be implemented using proven low level design patterns. Provide extensible asset reuse strategy The layering of the Patterns for e-business and the inverted tree navigational model encourage the development of additional synergistic layered assets. Some examples of business patterns are: Self service - Users accessing data (including business transactions) on a 24x7 basis Collaboration - Users working with one another to share data and information Information aggregation - Data from multiple sources aggregated and distilled Enterprise - Integrating data and processes across enterprise boundaries The impact of patterns on projects and people are Business-related and vendor-neutral patterns fit client-preferred approach Demonstrates linkage from business problem to solution. Increases architect productivity & customer solution quality Significant reuse, reduced risk and faster delivery Applicable in every phase of the project Establishes common language and enables consistent communication For more information see: Patterns for e-business on the Internet  HYPERLINK "http://www.ibm.com/developerWorks/patterns" http://www.ibm.com/developerWorks/patterns Patterns Resources  HYPERLINK "http://www.ibm.com/developerworks/patterns/library/index.html" http://www.ibm.com/developerworks/patterns/library/index.html Patterns for e-business: A Strategy for Reuse Published in October 2001 (ISBN: 1-931182-02-7) Publisher url  HYPERLINK "http://www.mcpressonline.com/ibmpress/5206.htm" http://www.mcpressonline.com/ibmpress/5206.htm Also available from Amazon, B&N, Fatbrain, Borders and others Creating methods might be enabled by an analysis using service blueprinting; component business modeling, or business process modeling. Each method has its own nuances of technique and can be slightly different. A service blueprint can help to identify and code patterns. See more on service blueprinting in Services Marketing by Zeithaml, Bitner and Gremler. Slide 8: Methods provide Methods provide a way to deliver quickly and efficiently capabilities that can be reduced to a set of common steps. Some purposes for applying methodologies are: To organizing and learning practices in order to standardize the way work is done; to create a shared vocabulary for communications within and across teams or as a way to learn a set of practices. Selling and estimating methods are used to justify costs of an engagement project, demonstrating that "we do know how to do it". All consulting firms have methods as a cost of entry. For project management, methods provide a way to structure projects that lays out and organizes work to be done. And allows us to set up a framework for locating practitioners with the required knowledge and skills. For delivery of services they give us a framework for practitioner to practitioner handoffs; and they help to facilitate communication with customers. Methods serve as a reminder to trained and experienced practitioners by including templates to structure work, which includes fact-finding practices as well as a framework and index for intellectual capital. How do we capture and document a method? A method is structured from work content and processes. Content: Work Products: define the items needed as input or created as output of one or more tasks that are typically the responsibility of a single role Roles: describe the skills necessary to perform a task or create a work product Tasks: provides guidance on the work that needs to be done to transform inputs into outputs through a series of steps performed by one or more roles We can decompose a work product into the tasks required to produce it (then, work breakdown structure, WBS) and then for each task we can understand much about the actual technique (technique = how do we really do this thing?) executed by the person doing the task. After a few times, we understand it, we can sell it; the cycle of iterations allows us to add new stuff. Processes: Process is made up of delivery processes, capability patterns and activities. Delivery Processes: are used to define a complete integrated approach to specific type of project; this is also known as lifecycle management Capability Patterns: are a special type of process used to define a stereotypical way of performing work related to a particular subject which may be used as a courser grained building block for assembling delivery processes Activities: are used to support the nesting and logical grouping of related breakdown elements Phases: define specialized activities usually based on contractual milestones, major deliverables or decision checkpoints Iterations: specialized type of activity used to describe repeating items within a work breakdown structure Milestones: describe breakdown elements used to represent a significant event in a project Tasks: provides guidance on the work that needs to be done to transform inputs into outputs through a series of steps performed by one or more roles (independent of a WBS) Guidance Guidance applies to both method content and process and can take on a number of specialized forms. Checklist: provides a list of items that need to be completed or verified, often used in reviews or for validation Concepts: outlines key ideas or underlying principles that serve as foundation for more explicit guidance Estimation Considerations: provides guidance on the amount of effort to produce a work product or perform a task including any influencing factors Examples: used to include typical samples of the items to be produced, may often only be a partial sample that is intended as further guidance rather than something to be reused Guideline: general type of guidance used to provide additional detail on to perform some set of actions or additional rules or recommendations related to work products and their properties Practice: represents a proven way or strategy of doing something, they may also represent standards Report: is a predefined template that represents the output of an automated tool that may represent a combination of information from other work products Reusable Asset: guidance linking method content to intellectual capital that can be utilized to perform some task or leveraged as a starting point for the creation of a solution Roadmap: is process specific guidance that represents a linear walkthrough of those items from a particular perspective Supporting Material: is a catchall used to represent any other type of guidance that does not have a specific type Template: a form or empty instance of a work product that can be used as starting point for the creation of a new one Term Definition: used to define items that make up the glossary Tool Mentor: specialize form of guidance on how to apply a specific tool to accomplish some piece of work or develop a particular work product Whitepaper: specialized version of concept that has been externally reviewed or published Slide 9: Why use methods? When you start any project from scratch every time you do it, you have a real risk of ending up with what we call a troubled project. That is, ending up missing deadlines, missing scope, or exceeding cost estimates. In addition to having to repeat work products in order to correct them, you end up with an unhappy customer. Sometimes unhappy customers demand you pay penalties in order to have a share in the ramifications to them of your failed project. Unhappy customers are less likely to do repeat business with you. Using definable and repeatable methods and processes can greatly reduce the risk of ending up with a project in trouble. Heres a bit of perspective. According to this article, Running Late and Wasting Billions on  HYPERLINK "http://abcnews.go.com/GMA/story?id=2920989&page=1" http://abcnews.go.com/GMA/story?id=2920989&page=1 we know that in the US at least, the loss of GDP is about $90 billion a year simply due to lost time in the workplace. It is straightforward to link concept to any amount of time lost for rework in portions of projects that fail. In one large Fortune 100 company we studied we calculated a loss of over $600 million in one year from projects that did not run according to plan. Sometimes the use of methods is imposed within a contract. In the future we may see more requests for auditing the use of methods for service delivery. We may be asked to demonstrate our peoples adherence to following formal methods. This would be similar to requirements for Sarbanes-Oxley, or the Carnegie Mellon University (CMU) Software Engineering Institutes (SEI) Capability Maturity Model Integrated (CMMI). This is particularly pertinent to the public sector at this time. Another example is IT Infrastructure Library (ITIL) which is a framework of best practices for IT management. Carnegie Mellons IT Services Qualification Center (ITSqc -  HYPERLINK "http://itsqc.cs.cmu.edu/" http://itsqc.cs.cmu.edu/) develops qualification methods and capability models to help IT-enabled sourcing service providers appraise and improve their ability to provide high quality sourcing services, and it gives them a way to differentiate themselves from the competition. Slide 10: Why are methods important to the service supplier? Service businesses, to remain competitive must find better, cheaper, faster ways of doing business methods and asset based services are some keys to the future. By creating consistent approaches to common activities we can increase productivity; leverage experiences for our lesser experienced people, and facilitate understanding among our people in different functions and with different backgrounds and different nationalities. These approaches result in better quality of service. When competing for a service delivery project we can use methods to replicate the best of previous offerings reducing both cost and risk to ourselves and our clients. Slide 11: Why are methods important to clients? Our clients see our methods as a differentiator. They gave them a comfort factor they know that we have done this before we know what were doing now. Early on during an engagement, we can show the customer what we are likely to do for them, and how well do it. Our clients see our practices as a risk mitigation factor using proven methods that have been successful in the past. Who would you rather do business with someone who seems to be making it up as they go or someone who really seems to know what theyre doing? Slide 12: Why are methods important to the practitioner? Captured experience from successful projects - packaged up and ready to use what better way to get your people and projects off to a good start? The use of methods by the practitioner results in accelerated proposal development. They can ask the right set of questions to define scope quickly and accurately. The scope definition provides a baseline for customer requirements. As the customer situation is unique, the practitioner can customize templates and tools to suit and also speed up the creation of a work breakdown structure. From this comes the statement of work which forms the basis for a contract for services. By getting the proposal and projects documents done well and quickly we can accelerate project startup and actual project execution. Bringing in the templates and assets from prior projects you can avoid some mistakes; you can deliver sooner with less labor thus achieving revenue (sooner) and profit increases. Methods provide consistent approaches to common activities. You can build competency quickly in areas key to your business; improve productivity and quality of deliverables and utilize common language among functions and cultures. Slide 13: The difference when using methods Engagement cycleWithout methodsWith methodsOpportunityBlank page open discussionPresent potential solutions with better differentiation based on proven solutions Design solutionHandcrafted proposal, difficult to obtain resource and priceQuicker proposal using statement of work templates, known resources and structured process Close a saleEffort priced having to use higher cost and higher skilled practitioners Value priced ability to use lower cost resources Initiate projectNo standards, confusing terminology Standard work products, same languageExecute projectBuild from scratch Build from samples / templates, patterns. Use more pre-built components Close projectAssets do not conform to standards Assets are structured and fit asset taxonomy (easier to reuse)  Slide 14: Differentiation Here is a model that can differentiate you from your competitors: The landscape for how we perform business on a global scale is changing and we must change delivery and resource models. On the left you see the current models and how business has performed in the past. On the right is where we are moving to! Typically, service delivery has been executed using a labor pool. It is a good idea to move away from that mindset and move to centers of competency. You may want to set up centers of competency for specific business solutions. Also we want to move away from the concept of low cost commodity/technology resources to the model where we provide more value added services. Its useful to plan ahead to acquire skills in locations where you plan to deliver. Labor poolsCenters of competencyChoosing remote capabilities primarily for low cost commodity, technology resources Establishing remote resource capability in high value industry expertise, process knowledge and leading technology skills as well as traditional technology skills Hiring global delivery resources to demand Hiring global delivery resources in advance of demand Different organizational models and capability alignment Common organizational alignment and capability alignment Multiple global delivery processes Common delivery processes/tools (lean delivery) Every project is different Reuse of delivery assets managed by a high-quality/ low cost offering delivery teams On-shore design, build Remote design, build, run Limited remote capabilities A network of local experts providing global delivery project team support  Differentiation includes the "best practices" aspect that is: we've done this many times and we've optimized the process (better than our competition). Differentiation can become more powerful if we can prove that our method is better than the competitions. For example, use of an industry leading method (such as IBMs Component Business Modeling) or a certified method (such as IBMs Ascendant SAP method --certified by SAP). Slide 15: Considerations for using methods What level of method specificity is cost-effective? If you try to document everything it will cost too much. In addition, if a task or set of tasks can be documented such that they leave no room for flexibility, and there is no requirement for thought, then the task should probably be automated. What is the right trade-off between experience and method? If you read Deep Smarts you will note that the experienced person can make decisions in context rapidly, with the risk that they become make assumptions based on experiences that are not pertinent. A newer person cannot learn from the more experienced one often due to the lack of context and inability of the other party to teach. Methods can provide a way to help the expert as well as the novice. How do we create assets of methods? In addition to observation and recording there are many possible models or tools that could be engaged to capture experiences. You can add many dimensions to this by using a variety of models. Some examples might be - workplace ethnography to detect patterns, social network analysis to map processes and even text analytics to decipher common content in written artifacts. Methods can support workforce management practices in terms of skills planning and learning portfolios. If you have captured the elements of content and processes in a repeatable way you will be able to determine the types of skills you need you people to have or acquire. Slide 16: How do we use the methods that are available? Each project is different; therefore, we need to tailor methods to meet the specific project situation. One example of this is called a method tailoring process which occurs during a method adoption workshop (MAW) where the methods are tailored to the needs of an individual project. Slide 17: Method Adoption Workshop A Method Adoption Workshop (MAW) is used to bring the methods and the project together, tailoring it to meet the client requirements. The objectives of a MAW are to assist the team to fully understand the project requirements from start to finish. During the workshop, we want to tailor the method to meet this projects requirements. We will decide which specific tools and techniques to use for the project and decide which tasks should be accomplished during the project. We want to come away with a deep understanding of the project, and tailoring the method allows us to also define the required team organization and the roles and skills that will be needed on the project. Another very important objective is to discuss and assess the risks that the project team will face. We want to identify those risks early on so that a plan can be put in place to mitigate them. The MAW should result in one or more tailored methods documented with new elements that will be required for this project. This tailored method can be exported from the tailoring tool, into a project tracking tool to create the base project plan. In addition, a risk mitigation plan can be created. The team customizing the method should keep records on what method elements were excluded and what method elements were added for future use. The initial identification of the work products and deliverables that will be created during the project are produced. MAWs should be performed more than once during an engagement. Its appropriate to hold these workshops during proposal development, at project start-up, during major milestones (start of new phase), and for major change requests. Slide 18: The value of a standard tool suite Many companies can often have functions developing or choosing tools to facilitate their work. Often they do this without thought to what another group might need. Once two or more groups have a tool they are comfortable with, its extremely difficult to centralize and migrate the entire company to one tool set. Thus, multiple tools do not have common interfaces or data management. This causes breakage between groups who need to depend on each other and their information to supply a service. . Best practices inform us that a consolidated set of tools, accessible not only cross-enterprise, but perhaps even by suppliers and partners is a boon to productivity. A toolset can facilitate collaboration; increase standardization, decrease errors and rework and save time resulting in more profits. Enterprise wide tools can enhance reusability of work products and help to leverage practitioner expertise. The same ideas apply to methods in use in globally integrated firms. As we move toward more global delivery teams, it will be important that we use global methods rather than many of the methods home grown in a geography that are used by a small set of people in a unique way. Imagine if the team in China had a different version of the method than someone in Australia or the US and yet each group was on the same global team. These teams need to work using the same methods to deliver effectively . Slide 19: Limitations Need improved methods linked to requirements for being responsive to client needs Need to understand context of both business and IT Need to match methods to allow us to work at any level of granularity to match client requirements Conundrum: Whats the point of diminishing returns for approaching a level of documentation too detailed and too specific? Heres a story about cooking by our friend Novice which might help your thought processes in thinking about this balancing point. A recipe book (example - The Joy of Cooking, or another) is like a big book of methods (what some might call "the method"). But if Novice tries to cook something following a recipe from the book in the kitchen, there are many factors that affect the result. For example: Novices knowledge and experience. Does Novice understand tools, measures and techniques such as? A pinch of salt? Heaping or level cup? Braising? How does one braise and why would one want to? Sliced, diced, chopped, or minced? There is the matter of the kitchen itself (the environment, tools, equipment). A professional chef has a very nice and well equipped kitchen and a nice set of pots and pans. What size pan or pot is required? If the recipe says use a 1 quart size and Novice only has a 4 quart capacity does that matter? Should Novice invest in the right tools? Which ones are needed and which are optional (what substitutes may work equally well?) Novice knows he need measuring cups and measuring spoons. Does he have to buy all sizes of pots? How will he know what tools are appropriate? Can he use a small frying pan or must he get a saut pan? Perhaps another measure is timing. Timing could be important --- Novice would probably want to make several coordinated dishes. Planning how to do that isn't in the recipe book. Novice finds out that with experience and just by doing and tasting and having others taste, he can learn all sorts of things about how to put the recipes into practice --- and literally about what following a recipe in fact means. He can buy Julia Childs' (famous chef) cookbook but perhaps he will never practice enough to perfect the techniques she used. He will never cook exactly like Julia. He can improve, gain experience, knowledge and skill over time, while following her methods. Perhaps the style he develops will deliver delicious dishes. . Some cookbooks have chapters devoted to things like vocabulary (pinch) and procedures (braise) and tools (essentials). Even then, even if Novice had the world's best cookbook, if he was an outer-space alien or a college student and he was on my own, cooking for the first time; never having fired up a stove before, never having been around folks who take cooking concepts for granted --- would you want to eat his cooking? Method only captures *some* of the knowledge --- necessarily. Because service (cooking) is action that applies knowledge (maybe with the use of tools) toward some end (dinner), and all the knowledge cannot reside in the abstraction of the method (recipe), there is knowledge locked in actors (chefs) and in tools (measuring cups) too. The method can nudge the system toward replicability but the method alone is not enough. So to begin to address the conundrum above, theres tacit knowledge and explicit knowledge. We think of tacit knowledge as that gained through experience, its an expertise or perhaps an acquired skill usually unique to one person (our top chef perhaps). Explicit knowledge is what has been written down in some form (our recipe perhaps). We most likely need both forms of this, and depending on the situation, more of one than the other. Another possible activity we can do to improve any method or process is collaborating with others. If the top chef collaborates with the party planner an event may be much richer than just food on the table. Slide 20: Resistance to using common methods and tools There will often be organizational cultural obstacles to overcome when establishing the use of methods in a firm. If I have to write down what I know, what will prevent you from firing me and hiring someone else at a lower rate? Wont my co-workers be more competitive and affect my ability to shine (and get the best raises)? Whats in it for me? This situation is truly unique nothing we have will fit it. I dont know how to find applicable materials. How do I relate this situation in this industry with something that was done in another? You are taking the creativity out of the job, I like to be professional not another widget. I can create something new in 10 minutes but it will take me 15 minutes to adapt something else. A common refrain is "I have my own way of doing this". But in a project that is global in nature and uses people from a wide range of services, there is great value in having some standardization in approach. This is becoming particularly important as more of our projects are crossing geographical and cultural boundaries due to industry globalization. So whilst an individual's method may work for them, trying to get everyone else to work that way is often unsuccessful and often causes problems due to inconsistency of approach. Adopting methods may require a planned use of organizational change management techniques. Slide 21: In summary Methods create a framework for re-use of common assets and reference models with a common language and consistent quality. We can accelerate start-up for people and projects, improve handoffs between sales and delivery teams and improve our peoples skills. Thus, better project management results in more effective project management control and lowers risk. Resulting improved win rates, and more profit. Some vignettes (names have been changed to ensure anonymity). 1. A consultant found leveraging methods in the sales cycle led to some benefits Originally proposals were hand-crafted and built mostly from previous pieces of work cobbled together. His proposal team wondered if the project was sold, would they actually be able to deliver it? After training in methods, he is now asserting that he is able to put together a high quality proposal in half the time it used to take! The time saved is spent on working out how to differentiate the services, mitigating risks and understanding the clients needs better. The results have lead to higher quality proposals, lower risk ratings and a confidence about delivery. 2. Using the method to build skills quickly XYZ had a project that was handing over one phase and about to start another. The project team was very busy trying to get the phase tested and delivered to the client on time. The project plan called for a business analyst (BA) to work on the next phase to start before the first phase had completed. The BA who was supposed to be working on the new phase was unavailable (broke their leg). The project was given a recent college hire with a 3 months experience on the job! The project team didnt have the time to help get the graduate trained. The development team leader gave the person the guidance from the method in use and examples. The graduate was fully productive in a week! 3. Large west coast public utility There was an application integration call-center project that was 4 months behind on a 10 month schedule. The client was unable to change the end due date. To this point a vendor integrator had been involved. The client fired them! An analysis was performed at this stage of the project. Problems found were there was no foundation in any method; only an extremely high level project plan; and no useful documentation was left behind. The team performed an assessment using the Siebel Implementation Method and a gap analysis. They developed a detailed project plan based on the method and executed some good customer relationship actions. At the end, the original due date was met. The clients expectations were exceeded granting the team the highest external evaluator rating ever for this type of project. Objectives summary Having completed this unit, you should be able to discuss: What a method is and is not Why methods can be valuable How methods can be applied to different situations The spectrum of how did you do that? from totally unique to totally automated Some questions to consider These might prove suitable topics for an essay or a discussion. How do methods intersect with knowledge management? Compare methods development to six sigma process management. How can we determine the optimum balance in having the right person at the right time, in the right place, backed up with methods? Activities Facilitate a debate about these two viewpoints Theres no substitute for experience and Anyone should be able to follow a process and succeed Selected Readings - Books  HYPERLINK "http://www.amazon.com/s/ref=si3_rdr_bb_author/102-1717030-3040124?index=books&field%2dauthor%2dexact=Michael%20L%2e%20George" George, Michael L.,  HYPERLINK "http://www.amazon.com/s/ref=si3_rdr_bb_author/102-1717030-3040124?index=books&field%2dauthor%2dexact=David%20Rowlands" Rowlands, David,  HYPERLINK "http://www.amazon.com/s/ref=si3_rdr_bb_author/102-1717030-3040124?index=books&field%2dauthor%2dexact=Bill%20Kastle" Kastle, Bill; (2004);  HYPERLINK "http://www.amazon.com/What-Lean-Sigma-Michael-George/dp/007142668X/ref=si3_rdr_bb_product/102-1717030-3040124" What is Lean Six Sigma, McGraw-Hill, NY George, Michael L.; (2003) Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions; McGraw-Hill, NY  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Parveen%20S.%20Goel" Goel, Parveen S.,  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Praveen%20%20Gupta" Gupta, Praveen,  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Rajeev%20Jain" Jain, Rajeev , and  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Rajesh%20K.%20Tyagi" Tyagi, Rajesh K.; (2004) Six Sigma for Transactions and Service (Six Sigma Operational Methods), McGraw-Hill, NY  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Rowland%20Hayler" Hayler, Rowland, and  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Michael%20Nichols" Nichols, Michael; (2005) What is Six Sigma Process Management?, McGraw-Hill, NY  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Peter%20S.%20Pande" Peter S. Pande,  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Robert%20P.%20Neuman" Robert P. Neuman,  HYPERLINK "http://www.amazon.com/exec/obidos/search-handle-url/102-1717030-3040124?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Roland%20R.%20Cavanagh" Roland R. Cavanagh ; (2002) The Six Sigma Way Team Fieldbook : An Implementation Guide for Process Improvement Teams , McGraw-Hill, NY Suggested Readings - Articles Parasuraman, R., & Mouloua, M. (Eds.). (1996). Automation and human performance: Theory and applications (Series: Human Factors in Transportation). Mahwah, NJ: Lawrence Erlbaum Associates, Inc. St. John, M., & Manes, D.I., Making unreliable automation useful, Proceedings of the Human Factors and Ergonomics Society 46th Annual Meeting, 2002, pp. 332-336. Sheridan T.B. Telerobotics, Automation and Human Supervisory Control. MIT Press, Cambridge, MA, 1992. Parasuraman, R. & Riley, V. Humans and automation: Use, misuse, disuse, abuse. Human Factors, 39, 230-253, 1997. Mica R. Endsley, Esin O. Kiris, The Out-of-the-Loop Performance Problem and Level of Control in Automation, Human Factors, Vol. 37, 1995 Endsley, M. R. and Kaber, D. B. (1999). Level of automation effects on performance, situation awareness and workload in a dynamic control task. Ergonomics, 42(3), 462-492. Innovation in Services, Ammon Salter, Bruce Tether  HYPERLINK "http://www.eirma.org/f3/local_links.php?action=jump&id=1122&catid=96" http://www.eirma.org/f3/local_links.php?action=jump&id=1122&catid=96 European Industrial Research Management Association;  HYPERLINK "http://www.eirma.org/f3/local_vbindex.php" http://www.eirma.org/f3/local_vbindex.php Harvard Business Review ( HYPERLINK "http://www.hbr.org" www.hbr.org) Deep Smarts Running Late and Wasting Billions;  HYPERLINK "http://abcnews.go.com/GMA/story?id=2920989&page=1" http://abcnews.go.com/GMA/story?id=2920989&page=1 Basics of SOA and agile methods  HYPERLINK "http://www-128.ibm.com/developerworks/webservices/library/ws-agile1/" http://www-128.ibm.com/developerworks/webservices/library/ws-agile1/ Case study Integrated call center management transforms customer care  HYPERLINK "http://www-935.ibm.com/services/us/index.wss/casestudy/gbs/a1026212?cntxt=a1005261" http://www-935.ibm.com/services/us/index.wss/casestudy/gbs/a1026212?cntxt=a1005261 Changing the way industries work: The impacts of service-oriented architecture IBM Institute for Business Value study  HYPERLINK "http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1025932?cntxt=a1002583" http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1025932?cntxt=a1002583 References To prepare this module, the author used IBM internally authored materials. Sources were: Methods and Tools Foundation team room Pattern Approaches team room  HYPERLINK "http://www.ibm.com" www.ibm.com Zeithaml, V.A.; Bitner, M.; Gremler, D.D. (2006), Services Marketing, Integrating Customer Focus Across the Firm, Boston, MA. McGraw-Hill Irwin. Page  PAGE 14 of  NUMPAGES 15 V1.0 Copyright IBM Corporation 2007. All rights reserved. (48>DEWXij      ! 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