Post on 03-Apr-2018
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From March Madness to the Championship:
Building and Sustaining Winning ProcessImprovement Teams
SEPG 2009
San Jose, California
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Panelist Introductions
Fred Jewell
Accenture - Global Director of Process and Solution Quality
Julie Stein
CGI Group Director of Quality, US South and Central
Eduardo Frias
Johnson & Johnson Vice President, Information Technology
Greg Edmunds
AT&T Senior Business Manager, Information Technology
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Agenda
Criteria and pitfalls in building the team
Building a team that will sustain itself
Changing requirements for skills and organization
structures as the organization matures
Coaching and checking can people do both?
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Team Member Selection
Selection Criteria Key skill areas:
Change management
Process Development
Process Improvement Coaching Tools Development
Quality Assurance
Metrics Development and Analysis
Ability to take the view of senior management Overall desirable characteristics
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Tips and Pitfalls
Cultural alignment
Skills mix
Skills
Personality type
Credibility
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Key Elements for Sustaining the Team
Forming the team
Developing the team
Selling and marketing the team
Protecting the team
Refreshing the team
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Challenges for Sustaining the Team
Changing business objectives and leadership
Outsourcing
Offshoring
Economic downturn/pressures
Mergers and acquisitions
Retaining and motivating
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Maturing the organization
CMMISM
MaturityLevel
Primary Focus / Higher
Resource Emphasis
Secondary Focus/Lower
Resource Emphasis
Characteristics of the
process improvementworkforce
Level 1 Change management
Process Development
Process Improvement Coaching
Quality Assurance
Metrics Development and Analysis
Tools Development
Ability to work in an
ambiguous environment
Level 2 Change management
Process Development
Process Improvement Coaching
Quality Assurance
Metrics Development and Analysis
Tools Development
Focus on key disciplines
Level 3 Metrics Development andAnalysis
Tools Development
Process Development
Change management
Quality Assurance
Process Improvement Coaching
Change management -
influence
Level 4 Metrics Development andAnalysis
Tools Development
Process Development
Change management
Quality Assurance
Engineering discipline
Statistical analysis
Level 5 Process Development
Metrics Development and
Analysis Process Development
Change management
Quality Assurance
Tools Development
Operational discipline
Creativity and process
improvement
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Common pitfalls as the organization matures
Mandated policies get in the way of true innovation Process becomes too rigid
Finding advanced skills
Statistical analysis and modeling
Process modeling
Business case development
Focus on CMMI Level achievement can lead to two
classes of projects
Metrics mania
Changing leadership
Sponsorship complacency
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Coaching vs. Checking
Independent reviews vs. a coach-checker When does it make sense to split these roles?
When does it make sense to combine them?
Can the same person do both?
How should coaching and checking be organized? Where
should it report?
How do you demonstrate the value of the checking only
function?
How do you ensure the objectivity of the checking
function?
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Contact Information
Fred Jewell fredjewell@bellsouth.net, +1 770 361 8329
Julie Stein
julie.stein@cgi.com, +1 205 403 8423
Eduardo Frias
e.g.frias@gmail.com, +1 908 655 4218
Greg Edmunds
ge1626@att.com, +1 925 824 7668
mailto:fredjewell@bellsouth.netmailto:julie.stein@cgi.commailto:e.g.frias@gmail.commailto:ge1626@att.commailto:ge1626@att.commailto:e.g.frias@gmail.commailto:julie.stein@cgi.commailto:fredjewell@bellsouth.net