Time 3:15-4:00 Session TBD: Better Processes Leading to Better Communication (Room 205)

Transcription

1 Gloria Simas IT Division Architecture Team - Business Architect, Covered California Sean Hansen Director of Operations, Kiefer Consulting, Inc. Matt Greene Senior SharePoint Consultant, Kiefer Consulting, Inc. Time 3:15-4:00 Session TBD: Better Processes Leading to Better Communication (Room 205) 2/27/2017 1

2 Agenda The weekly status report The path to improvement 5 keys to solution success The solution Demonstration of the status report solution Q&A 2/27/2017 2

3 The weekly status report Team members are working on various projects. It s critical to know who is working on what, what has been accomplished and what work remains. Managers are required to report on accomplishments, goals, milestones, and risks. Many state agencies produce a weekly status report. 2/27/2017 3

4 Typical Process: Weekly status report Staff Manager aggregates information from the Supervisors to create organizational unit report Department Leader Leader aggregates information from the Managers to create Department report Roll-up sent to leadership team Senior Executive Major Challenges Process is driven Reminders have to be sent manually when information is required a Status report information must be composed for senior management Supervisors Managers Managers need to request clarification or gather additional information 2/27/2017 4

5 The Challenges Supervisors frequently have to walk around or call to request status updates. People don t group things the same. Very hard to summarize. Not easy to identify key successes / accomplishments and separate them from day-to-day work. Hard to identify and highlight project risks and issues These challenges are common. It makes sense to improve / automate this workflow! 2/27/2017 5

6 The Path to Improvement 2/27/2017 6

7 Keys to Solution Success User Experience Continuous Improvement Buy-in! Iterative approach / Soliciting feedback Engagement with the team 2/27/2017 7

8 Key 1 Engagement with the team Current State vs. Desired State Understand what level of change the team has appetite for Know your key stakeholders Communicate! Key Takeaways Understand the challenges Make sure you understand a what good looks like Identify areas of the current process that are broken or time consuming 2/27/2017 8

9 Minimum Viable Project (MVP) The Objective Get to the grocery store The Dream VS Skateboard Scooter Bicycle Motorcycle Car 2/27/2017 9

10 Key 2 Iterative approach / solicit user feedback DID YOU KNOW? Study of 6,700 failed projects, 4 out of 5 key contributing factors were tied to using waterfall methodologies: Inability to deal with changing requirements Problems with late integration Meeting specifications, but not the real business needs Iterative development is dependent upon good feedback from key stakeholders Have the team look at features as they become available Avoid a big bang unveiling of the solution, allow them to see it take shape Key Takeaways a Keep the stakeholders engaged Make sure the solution is meeting the needs of the business Adapt when necessary 2/27/

11 Key 3 Key Takeaways User Experience It s important to work with a qualified team that understands Stakeholder engagement Solution design User adoption Change management Delivering a phenomenal user experience Usability is key! Desired state in fewer steps! a Should be no surprises The solution should deliver the expected experience 2/27/

12 Key 4 Key Takeaways Buy In! Change management and user adoption is key to solution success. Train users and communicate the improvement. Start with a small team and prove the solution works Rollout to more employees a once you mastered the solution Recognize the improvements and communicate the value across the organization 2/27/

13 Key 5 Key Takeaways Continuous Improvement Look at other aspects of the current process and seek to further improve your solution. End to end process reengineering is challenging, but improving parts of a process is an effective approach. Identify bottlenecks in your process Look for the areas in the current a process that could be improved upon Seek out other workflows that could benefit from automation 2/27/

14 Applying the Keys! Designing a better weekly status report process. 2/27/

15 Designing a better weekly status report INPUT OUTPUT Stakeholders & Buy-In? 2/27/

16 The Solution: The Technology Release One SharePoint Lists Familiar input method Existing technology Easily integrated Nintex Workflows / Forms Rapid development Extended functionality Quickly updated Custom Grid Solution Unique requirements Existing technology Familiar with managers Our team used an agile approach. The solution stack we used allowed for iterative development and allowed us to develop a working solution quickly! 2/27/

17 Understanding the roles Ted T. Tester Matt Greene Staff Supervisors Managers Department Leader Senior Executive User views change based on role. A staff user s experience in different than a supervisor s. 2/27/

18 Improved Process: Weekly status report Team is automatically notified via to complete weekly status report. Link is provided! Manager aggregates information from the Supervisors to create Organizational Unit report Leader aggregates information from the Managers to create Department report Accomplishments Milestones Risks Next weeks goals Major Improvements Automated alerts Dashboards that report status Staff Supervisor is notified when the status report is completed Supervisors Manager is notified when the status report is completed Managers Department Leader Roll-up sent to leadership team Senior Executive Status report is easy to update a Reoccurring tasks appear in the teams task list Reduce number of clicks for every action 2/27/

19 Demonstration of the Weekly Status Report Solution 2/27/

20 Summary Understand that solution success is dependent on a number of factors Partnering with an organization that understands what s important will help ensure success User Experience Continuous Improvement Buy-in! Iterative approach / Soliciting feedback Engagement with the team 2/27/

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23 Thank You 2/27/