Oct 3, 2016, Detroit Harmonizing Processesstages.methodpark.de/.../Insights_US_2016...Curtis.pdf ·...

Harmonizing Processes –A methodical approach to establishing useful common processes

Oct 3, 2016, Detroit

Objectives

• Characterize what Process Harmonization means

• Why it matters

• A way, not the only way, to tame the beast

BiographyEducation• Bachelor of Arts, Computer Science, SUNY Oswego, Oswego, NY• Masters of Science, Software Engineering, PACE University, White Plains, NY

Experience• Programmer, Innovatek MicroSystems, Millerton, NY• Programmer Analyst, Technicon, Tarrytown, NY• Software Team Leader, Technicon, Tarrytown, NY• Software Project Manager, Bayer Healthcare, Tarrytown, NY• Software Validation Manager, Bayer Healthcare, Tarrytown, NY• Software Process Lead Engineer, Siemens Healthcare, Tarrytown, NY• Engineering Process Definition Manager, Siemens Healthcare, Tarrytown, NY

Currently:• Supervise, coordinate and architect Process Harmonization, Improvement, Maintenance and

Training efforts for a multi-site Engineering organization in a regulated Industry.

Organization of presentation

• Definitions• Scenarios driving Harmonization, Business Needs• Benefits to projects, employees• Challenges• Strategies• A Structured Approach• A brief example• Addressing Challenges

DefinitionsTerm Description

ProcessHarmonization

Process of designing and implementing business processstandardization across different units so as to facilitate achievementof the targeted business benefits arising out of standardization whilstensuring a harmonious acceptance of the new processes by thedifferent stakeholders. [IGI Global]The process of minimizing redundant or conflicting standards whichmay have evolved independently. The goal is to find commonalities,identify critical requirements that need to be retained, and provide acommon standard. [Wikipedia]Minimizing differences in processes and practices where suchdifferences potentially impede collaboration or information flow.[Curtis 2016]

Scenarios driving Harmonization• In todays corporate environment, business purchases, mergers and

reorganizations are commonplace and reoccurring.

• This often brings previously independent units, sites, groups together. Thesegroups likely have different practices, processes, tools, and businesscultures..

• The technology to allow collaboration and sharing of information keepsgetting more sophisticated, creating the expectation that these units will beable to work effectively and efficiently together to reduce overall businesscosts.

Business Needs• There is typically an expectation that a business purchase, or merger, or

reorganization will provide benefits.• If information flow or collaboration is hindered by significant differences, it

can threaten the achievement of those benefits.

• The Business needs collaboration toward common goals.• The Business needs information to flow without being impeded.

• The Business needs harmonization in those areas that cause issues withoutit (pain points).

Benefits to employees

• Harmonized terminology, processes and tools mean it is easier to movepeople between projects (or, having more opportunity is good)

• People can virtually move to where they are needed (or, please don’t move myjob to New York)

• Less project onboarding time

• Fewer misunderstandings that waste time

Challenges

• Lack of full Organizational harmonization⋅ Different divisions of responsibility

• Lack of Tool harmonization⋅ Multiple sets of instructions/training to update when process changes⋅ Harder to transfer between efforts

• Terminology differences which cause misunderstanding⋅ During the harmonization efforts

More Challenges

Employee concerns:• Concern that in-flight efforts will have to do rework (delays)

• Concern about extra work never needed before (more burden)

• Concern we will settle on the lowest common denominator(loss of lessons learned)

StrategiesBrute force

• You will adopt our process• Can work when target group is small

Risks• Significant changes for target group

likely• One size rarely does fit all• May foster disunity

More StrategiesCollaboration

• Lets get together and talk through it

Risks• Tends to focus on differences

instead of findingcommonality

• Can be stonewalled byindividuals

• Discussions may go in circles

More StrategiesStructured, methodical approach (using a Process Visualization tool)

• Analyze and decompose existing processes into a structuredrepresentation

• Identify commonality between processes, and represent that inStages

• Identify differences; itemize, consolidate and categorize

• Present to team of Subject Matter Experts representingeach separate group

A Structured ApproachA Structured, methodical approach helps because:

• It minimizes uncertainty up front.⋅ Start team with focus on what they have in common.⋅ Provide a high-level, concrete visual baseline to focus on.⋅ Diagrams, pictures, flowcharts communicate concepts quickly.

Tend to reduce concerns.

• Provide a framework upon which to systematicallyprogress through the differences. To review and triagethem.⋅ Minimize rehashing, or drifting off-topic.

• Can quickly visualize changes or alternatives in Stages.

A Structured ApproachAnalyze and decompose existing processes into a structuredrepresentation

• Classify content to fit your Stages meta-model• For us this includes:⋅ Deliverables⋅ Roles⋅ Activities⋅ Rules – requirements⋅ Practices – how-to, guidance

A Structured Approach [cont.]Identify commonality between processes, and represent it in Stages.

• At the high level, there is typically more commonality thandifferences

• The following are listed based on their typical frequency ofcommonality:⋅ Deliverables (content)⋅ Activities⋅ Rules/requirements⋅ Roles⋅ Practices

A Structured Approach [cont.]Identify differences, itemize and categorize

• Categorize by type (role, rule, practice, etc.)

• Consolidate to reduce redundancy

• Group by associated Activity

A Structured Approach [cont.]Triage with team of Subject Matter Experts representing each separategroup

• Start with visual common baseline

• Outline harmonization process that will be used

• Systematically review and triage items that are different⋅ Keep or discard item⋅ Determine name if Deliverable, Role or Activity (propose one)⋅ Determine if it is a rule/requirement or practice/guidance

A brief example• Process to harmonize – Engineering Issue Management

• Locations = 3• Disciplines = 4 (Software, Systems, Mechatronics, Labeling)• Organizations = 14• Procedures = 12• Different elements = 303

A brief example• High level, common workflow

A brief exampleFinal statistics:

• Process/Procedure = 1• Activities = 9• Deliverables (Inputs) = 10• Deliverables (Outputs) = 5• Roles = 7 (responsible)• Rules = 79⋅ Example: Anyone who has an account can submit (raise)

an Engineering Problem Report on encountering a discrepancyor failure by providing the following required information: …

• Practice items = 91

Addressing Challenges• Lack of full Organizational harmonization⋅ Different divisions of responsibility between organizations⋅ Challenge is to find common names and responsibilities

for Roles

⋅ Define “Process Roles” versus “Organizational Roles”o An Organizational Role is equivalent to a job positiono A Process Role performs a specific activityo A Process Role can be mapped into multiple Organizational Roles

in whatever combinations are needed

ProcessRole

OrganizationRole(Job)

OrganizationRole(Job)

OrganizationRole(Job)

Activity 1

Activity 2

Addressing Challenges

• Lack of Tool harmonization⋅ Multiple sets of instructions/training to update when process changes⋅ Harder to transfer between efforts⋅ Challenge is to find a common process for similar tools

⋅ Make the process tool agnostic⋅ Use high-level activities describing what must be accomplished, but

not how⋅ Make tool how-to instructions be Practices. How to accomplish what

is required by the common process.⋅ If needed tool workflow diagrams can be included using pictures of

Stages workflow renderings

Addressing Challenges

Employee concerns:• Concern that in-flight efforts will have to do rework (delays)⋅ Can be managed by letting in-flight efforts finish using

current process

• Concern about extra work never needed before (more burden)⋅ Engagement with Structured Method addresses this

• Concern we will settle on the lowest common denominator(loss of lessons learned)⋅ Engagement with Structured Method addresses this

Questions!

Thank you for your time.

A scarce resource, especially if you want more.