Implementation of SDLC at OHSU: Successes & Pitfalls
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Transcript of Implementation of SDLC at OHSU: Successes & Pitfalls
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Oregon Health & Science University
Kara McFall, PMP
Manager, HR, Payroll and Timekeeping Applications
Implementation ofSDLC at OHSU:
Successes & Pitfalls
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Copyright Statement
Copyright 2006 by Oregon Health &Science University, 3181 SW Sam JacksonPark Road, Portland, Oregon 97239. Allrights reserved. No part of this publicationmay be reproduced, stored in a retrievalsystem, or transmitted, in any form or byany means, electronic, mechanical,
photocopying, recording, or otherwise,without the prior written permission ofOregon Health & Science University.
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Oregons only Academic MedicalCenter
OHSU Hospital and DoernbecherChildrens Hospital: 25,700discharges Four consecutive Consumers
Choice Awards
Dozens of primary and specialtycare clinics: 553,000 outpatient visits
Major Research Institutes
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Five Schools/College
School of Medicine
School of Dentistry
School of Nursing
Oregon Graduate Institute(Science & Engineering)
College of Pharmacy
2,700 + students
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Why
Operating Budget $1.2 Billion +
Over 11,300 employees
City of Portlands largestemployer
State of Oregons fourth largest
Growing at 10% + annually
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What is the SDLC?
The Solution Development Life Cycle(SDLC) provides common IT business
processes to plan, manage andexecute projects through the entireproject life cycle.
SDLC Mission: To deliver consistentlyhigh quality solutions to OHSU ontime and budget by following well-defined processes.
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SDLC Goals
Provide common, repeatable projectprocesses
Improved project performance
Improved communication Convenient access to information
Build knowledge, lessons learned &consistency
Customer satisfaction
Project partnerships
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OHSUs IT ProjectEnvironment Before SDLC
Project requests made ad hoc directly toIT employees
Duplication of project requests and
applications across the campus No formal project prioritization processes
No formal resource tracking (!)
Resources pulled frequently to work onhot projects
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Environment Before SDLC(Continued)
No formal means of tracking and reporting onproject requests and projects performed
Customers restricted (and frustrated) with lackof project status information
Little partnership between customers and IT
No consistent project processes or standardsamong teams or projects
Many projects over budget and late
Not enough happy customers
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A Brave New World: SDLC
11-Phase Methodology
1. New IT Request
2. New Request Assignment3. Initial Analysis
4. Committee Review
5. Requirements Document
6. Functional Review
7. Project
Planning
8. BaselineReview
9. Execution
10.Go-live
11.Completion
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Other Components of SDLC
iSTART ITG Scope, Time And ResourceTracking tool Single entry point to enter, view and track IT
project requests Customers now use automated tool to submit
and track their requests
Based upon 11 phases of the SDLC
Provides high level management reports onprojects, requests and status
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Other Components of SDLC
Steering Committees formedbased upon functional focus Education IS Steering Committee
Administrative IS Steering Committee
Research IS Steering Committee
Etc.
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Other Components of SDLC
Steering Committees
Steering Committees approve, decline,cancel or put projects on hold.
Steering Committees are responsible forensuring that all approved projects map toOHSUs 5-year Strategic Plan.
Once approved, Steering Committees
determine project priorities.
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Other Components of SDLC
Resource Coordination Group (RCG)
RCG consists of chairs of each of theSteering Committees.
Purpose: Project Portfolio Analysis acrossthe institution
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SDLC Rollout
Staged rollout began April 2003
350+ IT employees trained
75 Customers trained
Average of 1,110 project requestsannually
60+ project requests from our schools
550+ current requests trackedthrough automated system
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What Worked?
Big Bang approach
Most customers enthusiastic
Better educated customers More of a partnership approach
with our customers and IT
Training all IT employees effectiveapproach
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What Worked?
All project requests come via automatedrequest tool
All projects are tracked
Standard project processes, templatesand language
Set the stage for resource tracking
among projects Business case analysis performed
before project approval
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What Didnt Work?
Could not force customers to attendtraining
Confusion around production support vs.
projects Our SDLC has no design phase
Most Steering Committees disbanded
Resource Coordination Group does not meet
Project Portfolio Analysis never really took off
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What Didnt Work?
Not all project templates & processes used
Challenges getting signoff on key approvals
Initial versions of iSTART experienced bugs
iSTART and Microsoft Project not integrated
Double-entry of some info required
Data in PMIS systems not always current or accurate
Reporting gaps; not all needs currently met
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What Didnt Work?
Shifting existing IT culture at timeschallenging
Some IT managers dont supportthe SDLC
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Critical Success Factors
MUST have support from the top!
Consider starting small if resources arean issue
Involve IT staff & customers in planning Widespread training of all IT resources
Customer training
Sell the success you experience
Enforce compliance
Require lessons learned on all projects
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Considerations
Phased or Big Bang?
Home grown Project Management IS orstandard tools (e.g., MS Project)
One common data repository vs. integratedsystems
Shorter path for small projects? OHSU has 6-phase (vs. 11-phase) approach for
projects less than 250 hours
5-minute training for executives Will you allow exceptions to the processes?
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Whats Next?
Reinstatement of defunct SteeringCommittees
Reinstatement of ResourceCoordination Group
Re-examination of project processesand templates
If we are not using a process or
template, do we kill it or tweak it? Continuing to refine our business case
methodology
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Whats Next? (Continued)
Resource management at a moredetailed level
Broken out by projects vs.operations
Continued refinement of our ProjectPortfolio Dashboard
More detailed reporting of project data
to our customers Determination of which PMIS tools
well use moving forward
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Questions &Answers
Kara McFall, PMP
mailto:[email protected]:[email protected]