Useless Cases and Other Irrational Artifacts. Today s Presentation. What Led To This Presentation? Process & Project Consulting, LLC Page 1

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1 Useless Cases and Other Irrational Artifacts The Power of Process in IT Project Management Robert Skrentner, PE, PMP, Six Sigma Black Belt Process and Project Consulting, LLC Today s Presentation IT project failures continue Achieving the outcome Process thinking Real world examples What Led To This Presentation? The FBI Knocking down castle walls Albert Einstein Process & Project Consulting, LLC Page 1

2 and along came the FBI "I'm ready to tear out what little bit of hair I have left." -- Sen. Patrick Leahy (D-Vt.), during a hearing in Washington, D.C., on the FBI's plan to scrap a $170 million computer system it's been building for three years. Sen. Judd Gregg (R-N.H.) called the project a "catastrophic failure." 60%-70% IT Projects In Trouble In 2004 Standish Group reported: 53% delayed or over budget 18% failed outright and the OMB reported: 771/1,200 (64%) projects on watch list for falling short on performance 60%+ Defects Due To Poor Requirements Incomplete Incorrect Missing or unspecified Overly generalized Poorly presented Process & Project Consulting, LLC Page 2

3 Use Cases Not Always Useful Use cases should provide basis for: Project plans & cost estimates Creating & validating design Test cases and user guides The reality for 4 very similar projects: Project A: Project B: Project C: Project D: Making The FBI Connection FBI (more at the conference) We still need to get a lot better at gathering accurate requirements We need more consistency in the number and size of use cases Making The Castle Connection Six Sigma DOE (more at the conference) Process & Project Consulting, LLC Page 3

4 IT Projects Seem Like Building Castles There was no standard size, shape or structure for a castle. Castle builders designed to suit the site, taking into account the budget and wishes of the nobleman. Erecting a castle was a daunting task that involved enormous outlays of resources. Labor costs were a major component. Specialists were often brought in from all parts of the kingdom to work on a castle. The building process was cumbersome. Most castles took five to ten years to build. Some castles were never finished. How do you like my castle? What s wrong? A use case model for my castle What would your use case model for my castle look like? Process & Project Consulting, LLC Page 4

5 My castle takes shape What s still wrong? How do you like my castle? What do you think my castle looks like? My Castle How observant were you? Process & Project Consulting, LLC Page 5

6 When building castles -- or applications -- My Castle Picture Need to visualize the outcome, end product or constructed work Need to deal with complexity and detail Need to tie the pieces together (traffic pattern or process flow) Need a process that helps uncover all requirements Achieving The End Result My Castle Picture An overview Work flow Details Specifications Build/Construct Process Thinking A process consists of a systematic combination of inputs to create an output People Methods Materials Machines Environment Process or Project All work occurs in a series of interconnected processes Product or Service Process & Project Consulting, LLC Page 6

7 Process Maps Help Visualize Work Suppliers Inputs Process Outputs Customers SIPOC Actors Business Objects Pre Conditions Use Case Business Objects Post Conditions Actors Why SIPOC? Easy and quick to develop Understandable by everyone Aligns with human cognition Enables structured conversations to help focus team at the appropriate level Elicits information in context of business work flow (process) Shows touch points to other processes and systems How To Map Processes Team Knowledge SOPs Observation Map Process Process Map Users PM Developers Testers Assemble Team ID Process Steps ID Inputs ID Suppliers ID Outputs & Customers Review & Revise Process Map Drill Down (if needed) Process & Project Consulting, LLC Page 7

8 Drill Down To Deal With Complexity Overview Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7 Process 3 Process 3.1 Process 3.2 Process 3.3 Process 3.4 Process 3.5 Process 3.6 Process 3.7 Process Process Process Process Process Process Process Process / Process Mapping Drill Down Team Knowledge SOPs Observation Drill Down Process Map Users PM Developers Testers Mgrs. Team Strategic knowledge SOPs Map high level process High level Map Users PM Supr. Team Oper. Team High level Map Work flow knowledge Detail process Map Shop floor knowledge Map Process Details Map More Details Detail Process Map More Detailed Process Map Users Developer Users Developer Tester When To Consider a Drill Down Process steps exceed 7 or 8 Process steps contain and Inputs to a step exceed 7 or 8 Outputs from a step exceed 3 Inputs or outputs are plural Process & Project Consulting, LLC Page 8

9 Tips and Tricks Must be team based No! You can t have 10! OK to combine process at high level if it helps in understanding, but must be closely related and drilled down If possible, carefully observe the process in action Proper use of PCs and overhead projectors What s Wrong? Answer call Customer info Order info Availability at branches Mfg. production plan Order Fill Order (5 branches or Plant) Qty needed Date needed Availability Branch fills order Manufacturing fills order Invoice sent Correct material Weather conditions Skilled labor Correct Equipment Prep surface Excess material Old material Expired material Returned product Date of material Product quality Apply Product (by customer) Return Rework or Scrap Excess material Application failure Product failure Within policy Outside policy Inventory increase Old material Refund or credit Saleable material Scrap Expires eventually Applying Process Mapping Real World Examples Process & Project Consulting, LLC Page 9

10 Selecting An IT Strategy Developed general process map Developed alternative process maps Used alternative maps to select alternative implementation approach Used selected alternative to identify IT strategy (Example to follow at presentation) Adding B-2-B To Legacy Systems Replaced manual process step with automated optimization step Required EDI transactions between legacy application and new optimizer Highlighted inputs/outputs to indicate areas needing change Use cases developed for each process with changes (Example to follow at presentation) Regulatory Compliance Requested by IT to identify records subject to 21 CFR Part 11 (Also applies to SOX & HIPPA) Developed process map with the quality and manufacturing and shipping staff to identify regulated records Then used maps for MRP Future use for new Shop Floor Control system evaluation & implementation (Example to follow at presentation) Process & Project Consulting, LLC Page 10

11 Upgrading to New Applications Pilot plant moving from home grown systems to corporate systems (Applies to corporate takeovers or legacy application migration) Constructed As-Is process map to ID work flow and current records Constructed To-Be process map to ensure corporate systems address all work flow and record keeping needs. (Example to follow at presentation) Evaluating Package Applications Used process maps and high level business scenarios for desktop evaluation of several software packages Used above for conference room pilot on one package Used above to contract for off-shore development Where do use cases come from? Process & Project Consulting, LLC Page 11

12 Where do use cases come from? Not from the use case warehouse Not from unstructured meetings or workshops Not from use case models From work flows From business process maps KIS using SIPOCs Everything should be made as simple as possible, but not simpler Albert Einstein Summary Use cases can provide great value to a project -- useless cases cannot Process thinking can be very powerful in constructing IT applications Process mapping can provide a more consistent and rational means to identify use cases Process & Project Consulting, LLC Page 12