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Leveraging the Deployment Excellence Framework for Effective Adoption of High

Maturity Processes

Theme: Mantra for Process Excellence

Keywords : Mastering Deployment, Deployment Framework, Adoption of

Processes and Tools

Mantra for Process ExcellenceParag SahaConsultantTata Consultancy Services Ltd.

CONTENTS1. Abstract..........................................................................................................................................2

2. Introduction....................................................................................................................................3

3. Challenges.....................................................................................................................................3

4. Solution Approach.........................................................................................................................4

4.1. Solution Components...................................................................................................................5

4.1.1. Identification Cycle................................................................................................................5

4.1.2. The Initial Deployment Cycle...............................................................................................7

4.1.3. The Sustenance cycle..........................................................................................................8

5. Case Study....................................................................................................................................9

5.1. The Problem Statement:..........................................................................................................9

5.2. Solution Approach.....................................................................................................................9

5.3. Solution Implementation.........................................................................................................10

5.3.1. Assess..................................................................................................................................10

5.3.2. Build......................................................................................................................................11

5.3.3. Convey..................................................................................................................................11

5.3.4. Deploy...................................................................................................................................11

5.3.5. Excel.....................................................................................................................................12

5.4. Results..................................................................................................................................12

5.5 Lessons Learnt....................................................................................................................14

6. Conclusion...................................................................................................................................14

7. References...................................................................................................................................14

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1. ABSTRACT

In today’s highly competitive environment, it is

imperative that organizations constantly

refine/streamline traditional processes and

define new processes or adopt best in class

processes to adapt to the changing

environment. Employment of High Maturity

Processes is thus not a matter of option but a

necessity. However, just defining a highly

mature process is not enough, deploying it

effectively and ensuring that it percolates the

DNA of the organization is the key to success.

In general, deployment is characterized by strict

compliance, overemphasis on trainings and

excessive handholding. Unfortunately, this

dissolves the primary intent of deployment which

is willful adoption.

This paper defines a Deployment Excellence

Framework (DEF) that reduces adoption time

and ensures meaningful deployment comprising

3 major interlinked cycles and a feedback

adapter

a. Identifier Cycle consisting of a set of

decision parameters which helps identify

Key stakeholders

Initial set of business/organization units

to target

b. Initial Deployment Cycle consisting a set

of best practices/mantras ensuring

Focus on “low hanging fruits”

Spreading awareness, follow up

Identification of ‘key success indicators’

Creating & Showcasing success stories

c. Sustenance Cycle which takes adoption

to the next level by defining

Shift of focus from awareness to self-

sufficiency

Cross-pollination of best practices

The Feedback adapter, plugged with each cycle,

enables data capture, analysis and reporting

ensuring

Course correction

Alignment to Business needs

Resurgence of slow movers/Late

Adopters

Adapting to such an excellence framework has

resulted in ‘Faster & Better’ adoption of

processes as will be described through case

studies in the paper.

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2. INTRODUCTION

A study in CNN.com titled Software Disasters

Are Often People Problemshas the following

example “New software at Hewlett-Packard Co.

was supposed to get orders in and out the door

faster at the computer giant. Instead, a botched

deployment cut into earnings in a big way in

August and executives got fired.”

In today’s highly competitive environment

organizations are looking to improve the current

processes, tools and technologiesaligned to

their overall business strategies to increase

revenues.Improving processes and

implementing tools to adapt to the changing

environment is thus not a matter of option but a

necessity.In order to do this organizations make

huge investments and enormous effort in

identifying areas of process improvement/tool

deployment, defining these processes,

automating them and then deploying these

throughout the organization. Imagine a scenario

where in spite of all this investment there is little

or no adoption of the process being introduced.

An organization might have the best in class

processes, the best tools and technologies,

however these are of no use unless they are

adopted organization-wide.

The root cause of this failure can be attributed to

poor deployment. However robust and effective

a process or tool, the most important aspect,

and one that finally means a difference between

achieving the potential benefits in terms of

revenue and stakeholders’ expectations is

DEPLOYMENT. In most organizations

‘deployment’ is minor footnote in the overall

change management activity. However good the

process, it has no value until the change

percolates the DNA of the organization.

Thus the need of the hour is a well-defined and

flexible framework that can assist in Mastering

Deployment and ensuring that a process, tool or

technology reaches the lowest rungs of an

organization. The Deployment Excellence

Framework(DEF) proposed in this paper is once

such framework.

3. CHALLENGES

Today organizations face multiple challenges

when it comes to deployment.Usually the

ownership of deployment is given to a core team

consisting of a few members, who are required

to implement and deploy the process or tool in

organizational entities (Departments, Business

Units, Accounts and Projects).

Pitcher side challenges – Faced by the core

deployment team.

The core deployment team is stretched out

in supporting deployment : “We’re deploying

in the entire organization, can’t spend more

than a few minutes per day for each entity”

No measure of ‘deployment success’

identified: “How do I know the process is

successfully deployed and will be

sustained?”

Batter side challenges- Faced by the

organization entity

A reluctance in adoption: “I have been

doing it this way for 5 years, why should I

change now?”

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Value Visibility missing : “ I don’t see any

benefits of adopting this”

Undue compliance pressure : “I’m doing this

because otherwise I’ll be RED- will not do it

again”

Deployment teams with very little know-how

of the ground realities and issues: “The core

team is with me for only a few days- what

happens after that?”

Constant connect missing: “The core team

doesn’t help me when I want them”

These challenges in turn result in issues like

lack of focus from key stakeholders,

consideration of the deployment as an additional

burden and a “what’s in it for me” syndrome.A

key requirement in overcoming these challenges

and issues is a robust framework that assists in

deployment of processes and tools within an

organization. The Deployment Excellence

Framework assists the core deployment team

address these challenges.

4. SOLUTION APPROACH

The Deployment Excellence Framework

consists of 3 different cycles that are

accessorized with a feedback adaptor. These

cycles are iterative and constantly in the process

of self-refining and re-alignment with changes

both within the units where the process is being

deployed, the organization and the industry. (Fig

1)

1. The Identification Cycle: The purpose of

the identification cycle is to generate a

flexible strategy for the deployment process.

The identification cycle consists of two major

components which assist in the identification

of departments/organization units,

projects/accounts and key stakeholders to

target for initial deployment.

2. The Initial Deployment Cycle: The initial

deployment cycle focuses on successful

deployment in small, manageable pockets

within the organization. During this cycle

awareness is created and assessed, the

core deployment team handholds entities for

successful deployment. ‘Deployment

Success Indicators’ of deployment and the

‘Process Performance Objectives’ of the

process are defined and tracked.

3. The Sustenance Cycle: This cycle

focusses on increasing the scope of

deployment to the entire organization and

sustaining the deployment in such a way

that organization entities become self-

reliant. It uses techniques like 3 C and ‘In-

Boundary/Out-Boundary’ to increase

adoption and sustenance.

4. The Feedback Adaptor: The feedback

adaptor is a mechanism which assists the

deployment team to detect drift and perform

course correction to ensure successful

deployment. It collates best practices and

lessons learnt from each deployment and

assists in improvement of the deployment

mechanism. It also collates the data for

generation of Deployment Success

Indicators (DSI) and Process Performance

Objectives (PPO). The feedback adaptor is

a part of each cycle.

Throughout the paper ‘deployment’ is assumed

to mean deployment of

processes/tools/techniques /technologies and

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‘entity’ refers to the Organization Units/Departments/Accounts/Projects.

Fig 1. The Solution Approach

4.1.SOLUTION COMPONENTS

4.1.1. Identification Cycle

The identification cycleconsists of the following

activities performed by the core deployment

team

Identification of the entitiesto be targeted for

initial deployment/pilot

Identification of key stakeholders toact as

adopters and evangelists

The following components help in this

identification

1. The Deployment Impact Map Generator

(DIMG): The DIMG assists the deployment

team in identifying which entity to target. It

consists of a set of decision parameters with

specific weightages and a ranking

system.Each of the parameters are pre-

assigned a weightage between 1-5, where 1

denotes low and 5 a high contribution to

deployment ease and impact. Each of these

parameters are then rated on a scale of

‘Low’, ‘Medium’ and ‘High’ based on

guidelines (Fig 2.1). The overall score

provides a success rank which determines

the specific entity where probability of

success and the impact of deployment is

high.(Fig 2.2)

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Fig 2.1 Illustrative guidance for the impact parameters

Fig 2.2 Determining Success Ranking- Sample

2. The Stakeholder identifier: The

Stakeholder identifier is a questionnaire

based system which helps in defining the

right stakeholders within the targeted

projects. Some sample questions can be :

Is the stakeholder a go-to person for this

process within his entity?

Does the stakeholder have the

confidence of the senior leadership?

Is the stakeholder a decision maker

within the entity?

The feedback adaptor assists the deployment

team in ensuring that the Deployment Impact

Map is updated and any change in

demographics, stakeholders etc are fed back

into the identification cycle to ensure that a re-

strategization occurs before a substantial effort

is consumed in deployment.

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Fig 2.3 Illustrative Deployment Impact Map with Success Rankings

Based on Fig 2.3 a conscious decision can be

taken to deploy in Org Unit 2 before Org Unit 3

since the number of ‘red entities is lower, the

average success rating is higher and the

number of entities is lower in Org Unit 2.

4.1.2. The Initial Deployment Cycle

The identified entities are targeted for the initial

deployment. The core team performs the

following activities in this cycle

1. Define the deployment team from within

the project team: This team would have

an owner with the overall responsibility

for the deployment and would report to a

SPOC from the core deployment team.

2. Identify ‘Low Hanging Fruits’ within the

entities: The projects with the highest

success ranking factor are easily

deployable and have high impact (Fig

2.3)

3. Create awareness: Awareness is

different from training since the success

criteria is not the ‘Number’ of people

trained and completion of exit tests but

application of the training. A few

parameters to identify awareness level

are:

No. of trainings provided by the

trained project teams

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No. of successful deployments

made by the project teams either

directly or indirectly

No. of issues successfully handled

by the teams

4. Showcase benefits vis-à-vis existing

process/tool.

5. Define and track key Deployment

Success Indicators (DSI) and targets:

The DSI are a measure of the success

of deployment itself. These include

metrics like:

No. of entities where process is

deployed

No. of Aware staff

No. of success stories created

6. Define and identify measures to track

Process Performance Objectives (PPO):

In order to check if the process is

performing as expected the following

techniques can be applied to track the

Process Performance Objectives

Base lining of current process

performance

Defining Target for process

performance

Causal Analysis in case of deviation

from target

7. Handhold project teams during

deployment: Initially the deployment

team needs to handhold the project

teams with the message “Compliance is

secondary, use the process and see if it

works for you”.

The feedback adaptor provides data to generate

the DSI. It also tacks the PPO to check if any

fine tuning of the process is required. The

feedback adaptor helps capture Success Stories

and in updating the Best Practices and Lessons

Learnt Databases.

4.1.3. The Sustenance cycle

Once the deployment is successful in the initial

deployment cycle it needs to spread across the

organization and be sustained. The Sustenance

Cycle is the longest running cycle in

deployment. The key activities in this cycle are:

1. Create Self-reliance within entities: Self-

reliance can be driven by the following 3C

approach

Compile Success Stories

Connect with Business Value and

Personal Benefit

Communicate to all strata

2. Share success stories: In most cases the

best way for a process to be promoted is

through word-of mouth. In order to ensure

this a few initiatives that can be taken are :

Get the identified key- stakeholders

to speak about the success on a

forum with their peers

Build success stories with data on

benefits like time saved to which

everyone can connect

For the senior management build

success stories with data on savings

and ROI

Showcase the ‘Pain Vs Gain’

3. Create rewards and recognition initiatives:

Once the deployment reaches a specific

threshold, programs like ‘Most Successful

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Adopter’ and ‘Deployment Evangelist’ can

be started to increase the rate of

deployment.

4. Promote healthy competition: Competition

among organization units/accounts/projects

can yield results in terms of long term

deployment. One of the methods of doing

this is the ‘In-Boundary/Out-Boundary’

comparison (Fig.3 ). The steps are:

Classify organization entities which have

successfully deployed the process into

‘In-Boundary’

Classify organization entities which have

not yet adopted the process into ‘Out-

Boundary’

Identify organization entities in ‘In-

Boundary’ and ‘Out-Boundary’ that are

similar

Communicate to the ‘Out-Boundary’

entity about the success of the ‘In-

Boundary’ entity

5. Create special initiatives for slow beginners

and late starters: A few special initiatives

can be undertaken to improve adoption in

slow beginners and late starters like

resurgence drives with the following

activities :

Create a special plan with weaknesses

in mind

Detailed weekly tracking

Readiness to address issues

immediately

Data intensive progress checks

Appreciate people on the ground

Share final results with data

Thank stakeholders for hard work- but

remind them of the unfinished job!

Use techniques like process

day/process week to spread the

message

Fig. 3 ‘In-Boundary/Out-Boundary’ comparison

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5. CASE STUDY

5.1.The Problem Statement:

A large organization was using multiple

estimation templates for their software

application development (AD) and application

maintenance (AM) projects. The challenges

faced by the organization in estimation were:

Lack of standardization

Inability to compare project performance

Unavailability of central repository of

estimation data

The organization was convinced that there was

a need for standard models. An estimation tool

with 3 models (1 for AD and 2 for AM) was

procured. However, the organization found it

difficult to push the new processes down its

verticals as projects were using their individual

estimation templates for over 6 years.

5.2.Solution Approach:

The core deployment team comprising of 4

members were identified to deploy the

estimation models and the tool across the

organization. The suggested solution approach

leveraged the Deployment Excellence

Framework (DEF) and its various components

over a period of six quarters. The solution was

outlined as follows:

DEF Cycle Component/Activity

Identification DIMG 2 Business Units (Retail and Wholesale) identified

Identification DIMG Projects selection for both the units

Identification Stakeholder Identifier Associate right stakeholders with identified projects

Initial Deployment Awareness Model/tool demonstration, awareness, roadshows

Initial Deployment Feedback Adaptor Collecting and acting on feedback received in the

course

Initial Deployment DSI Tracking and measuring mechanism finalized with

monthly score card publishing plan for both the units

Initial Deployment DSI Quarterly targets set in discussion with stakeholders

Initial Deployment PPO Model effectiveness analysis performed for each project

Sustenance Share Success Stories Monthly quality calls, quarterly Sr. Management calls

Sustenance Rewards/Recognition Top Team, Top Estimator, Top Reviewer

A sustenance DSI target of 80% for usage of

each model was proposed. A sustenance PPO

target of 90% projects in 10% effort variance

band was proposed.

5.3.Solution Implementation:

The entire Implementation cycle was distributed

across 5 phases – ABCDE.

A – Assess: Evaluate the current scenario of

the customer across the 2 BUs

B – Build: Create and fine tune material and

detailed plan to connect with the target audience

C – Convey: Conduct trainings and roadshows

at a mass scale to communicate the message

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D – Deploy: Get down to project level and guide

them to adopt the new estimation model

E – Excel: Measure the success, generate and

incorporate feedback, create business cases,

sustain

5.3.1. Assess

The assessment phase started initially with

evaluating the total volume of existing projects in

each BU using the Identification Cycle. (Fig 4)

Fig 4 Demographics for Retail and Wholesale BU

It was also noted that these figures (Fig. 4) will

change every quarter with few projects getting

closed and some new projects getting started-

the feedback adaptor would help identify these

and regenerate the DIGM.

Fig 5Sample DIGM for Retail BU

5.3.2. Build

Based on the above demographic, the

following activities were performed using

the Identification and Initial

Deploymentcycles:

Identified “Low hanging fruits” ( Green in

Fig 5)

Analyzed multiple existing templates

and value demonstrated when shifting to

new model

Prepared training and roadshow

material customized for multiple

audience groups

Designed mail flyers and posters

Created “definition of done” for

deployment. A project is considered

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“deployed” only when team use the

designated model, feel happy about the

outcome and close the estimation in the

procured tool

Created a feedback tracker

Prepared and agreed upon the DSI’s

and targets (Fig 6):

(a) BU wise projects percentage using

new model

(b) Percentage of team members

performing and reviewing

Fig 6. DSI Targets

Prepared and agreed upon the PPO

targets of effort variance less than 20%

5.3.3. Convey

Large scale general connects were

established with project teams through mass

roadshows and training sessions articulating

the reason of change and the benefits

accrued as part of an awareness drive

6 roadshows conducted

18 demonstration sessions conducted

30+ mail flyers and posters used for

power messaging of the benefits

2 online quizzes held to check

understanding amongst the masses

5.3.4. Deploy

The Initial DeploymentCycle was leveraged to

handhold the project teams in deployment. The

tasks were

The projects identified as “low hanging

fruits” were distributed among the core

deployment team

Dedicated connects were established.

Multiple one-to-one meetings were held with

each project

Specific benefits of the new model

articulated, gaps of the existing template

demonstrated

Guiding projects step by step on how to

close the project (refer “definition of done” in

Build phase)

Handling specific issues in understanding

requirements, performing estimates and tool

features

After gaining the initial momentum, next set of

identified projects were subjected through the

same process of dedicated connects.

What Worked

The output of the models matched the

expectations of the project teams

In case of variances, the root causes

were analyzed and actions taken

Retail BU with more AM projects

showed steep rise in adopting new

models

Word of mouth spread, especially in

Retail, on the benefits reaped and

adoption increased

Wholesale and Retail BU leadership

became very pro-deployment after

attending Leadership connect on the

change

Retail crossed quarterly targets and the

adoption curve further steeped up after

AD model gained momentum in the BU

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(22% achieved against set target of 15%

in 1stQuarter)

Challenges Faced

Wholesale BU Project Leads resistant to

change as they were comfortable with

their old template

Deployment percentage achieved for

Wholesale at the end of 1stQuarter was

dismally lower than the target (4% vs. a

target of 15%)

Overcoming Challenges

Since Retail BU had picked up the momentum,

more attention and effort was placed on

Wholesale BU. Resources were re-distributed,

plans were re-prioritized.

Creation of a plan named “Resurgence” to

improve deployment in Wholesale within 4

weeks

Daily targets set with clear responsibilities

and weekly dashboards published with

weekly deliverables

Daily standup calls

Weekly backlog created for incomplete tasks

to be tracked in the subsequent week

After 2 weeks, the Resurgence Plan gained

momentum, and the results became visible. As a

result, a healthy competition was created among

the different portfolios of Wholesale on who

would reach there first.The second quarter

ended with Wholesale reaching a whopping 32%

(from 4%) and being very near to the planned

figure of 35%.

5.3.5. Excel

A lot of suggestions were generated using the

Feedback Adaptor for refining the models,

enhancing the tool, Best practices and Process

streamlining.

Each individual feedback was analyzed, and

actionable points were put against them. Also,

the lessons of the initial 2 quarters were

employed in the rest 2 for quicker turnarounds.

In-fact the core team of 4 resources was

reduced to 3 by mid third quarter.

5.4. Results

Overall Estimation model and tool

deployment for Retail and Wholesale BU

met targets (Fig 7)

Quarter 3 and 4 saw a shift from the push

mode to pull mode (Fig 8), remaining

projects proactively connected with the core

team. At the end of the 4th Quarter, the

overall model adoption stood at 83.2%

Over 4800 Estimators and 1200 Reviewer

pool created (40% and 10%) respectively.

(Fig 10)

3 Success Stories were generated from

Retail BU on benefits reaped out of the new

models

The whole Resurgence phenomenon

became a business case of “turning-it-

around” in Wholesale BU

New checklist item was introduced in Project

Kick-Off Manual, to use the applicable

model and tool. That ensured new projects

readily pick up the process without further

intervention

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Improved model effectiveness was observed

for AM model with more than 90% projects

in the control band for +/- 10% (Fig 9)

The core team was reduced to 2 resources

for the 5th and 6th Qtr. The engagement

ended with the overall adoption levels at

84.1%

Recommendation for improvement report for

other BUs and newer models were

presented

Fig 7.Retail and Wholesale BU-Actual Projects Deployed Q-o-Q

Fig 8. Increase in Self –Reliance Push vs. Pull in adoption

Fig 9. Improved Model Effectiveness for AD – Most projects in +/- 10% band

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‘Resurgence’ plan initiated.Weekly tracking of deploymentStringent targets setHealthy competition among entities

Specific projects identified.Constant connect with key peopleHandholding focus projectsSuccess stories created

Fig 10. Increase of Estimators & Reviewers

5.5 Lessons Learnt

Some of the lessons learnt during the

engagement were:

1. Different strokes apply for different folks. No

two projects are same. The approach has to

be fine-tuned every-time.

2. Proper branding and positioning is very

important for the success of deployment.

3. Do not get demotivated in absence of early

results.

4. Awareness is essential, training is not.

5. Cross Pollination of best practices is critical.

6. CONCLUSION

The most common challenges that deployment

teams face are of changing mindset and

occupying mindshare. There are certain myths

around deployment and the Deployment

Excellence Framework with its key components

can dispel these. The identification of ‘soft

targets’ for initial deployment is one way of

looking at deployment but ensuring that they

have maximum impact on the organization wide

deployment is important. Another prevalent myth

is that trainings result in automatic deployment.

The framework proposes a handholding and an

awareness raising initiative to drive deployment.

Most deployment teams communicate only at

the top level, however communication at all

levels of the organization is vital for successful

deployment. And finally sustenance can be only

achieved if the users passionately believe in

what they are using. This can only be driven if

the success of the process or tool is not only

measured in terms of Return on Investment but

also in terms of personal benefits and

helpfulness to the users.

Deployment appears to be an easy task to

accomplish, but in reality it is the most difficult

task in the entire cycle of creating value using

high maturity processes and tools. The

Deployment Excellence Framework provides a

set of guidelines, techniques and methodologies

along with a set of best practices, lessons learnt

and metrics which when used in conjunction will

help in achieve the results and the benefits of

these processes and tools.

7. REFERENCES

1. http://www.cse.buffalo.edu/~mikeb/ CNN.pdf

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