METHOD PARK Webinar: Process Management 4.0. A Methodical Approach to Success

Transcription

1 METHOD PARK Webinar: Process Management 4.0 A Methodical Approach to Success

2 Introduction Process Management 4.0 a Methodical Approach to Success Collection of more than 10 years experience Typical pitfalls Lessons learned Solutions to effectively manage processes Next steps to learn and apply: One day workshop 4 th October 2016 in Rochester Michigan information: ute.schmalhofer@methodpark.com 2

3 Profile Method Park is a specialist for innovative software and systems engineering. The portfolio includes consulting and engineering services, a comprehensive training program and the process management tool Stages. Tooling 3

4 History 2002 launch of project>kit first customers Founding of Method Park Software AG Founding of Method Park America Inc. 4

5 History Renaming project>kit to Stages Founding of Method Park Engineering GmbH and Method Park Consulting GmbH Office at Detroit; Worldwide first intacs Competent Assessor Course First Sale of Stages license in the US 5

6 History 2014 IBM Business Partner Award; KPMG: Re-Seller in India; first Stages licenses sold in China 2013 HIRAIN: Re-Seller in China 2015 IBM Business Partner Award; CloudOne: Re-Seller in the US; first Stages licenses sold in India 6

7 What does 4.0 mean? 7

8 Definition Industry 4.0 Facilitates the vision and execution of a "Smart Factory". Within the modular structured Smart Factories of Industry 4.0, cyber-physical systems monitor physical processes, create a virtual copy of the physical world and make decentralized decisions. Over the Internet of Things, cyber-physical systems communicate and cooperate with each other and with humans in real time, and via the Internet of Services, both internal and cross-organizational services are offered and utilized by participants of the value chain. serves more complex (production) processes is flexible and responsive is decentralized and adjustable 8

9 Definition 1st 2nd 3rd 4th Printed Documents Online Documents Intranet Solutions Process Management 4.0 Allows to specify and manage processes for building and using Internet of Things for development and production purposes. It supports on the fly created value chain approaches and business models. serves more complex processes (in development and production) is flexible and responsive (in design and execution) is decentralized and adjustable (in definition and responsibility) 9

10 Meta Model 10

11 Tailoring Standard Process Tailored to the project s needs 11

12 Patterns 12

13 Execution Process oriented view to project data Direct access of project reports State of documents in repository 13

14 The Stages Method Process Management 4.0 a Methodical Approach to Success

15 Statements Without a running product, we can t care about the processes. Project Manager We just care about the processes, we do not deal with the project work. EPG Lead We do not need processes, we have tools. Engineering Manager We have to harmonize processes before we can release them. Process Responsible 15

16 Pain Points Documentation of processes does not help to understand or use them does not include tools and how to use them gives proof to the not invented here syndrome does not allow to tailor is based on theory varies in granularity is outdated 16

17 Successful Process Management Enable organizational development according to changing business objectives Meet business objectives in a managed and repeatable way Manage repeatable experience by definition of processes Establish measurable process improvement following the changing business objectives 17

18 The Ideal Journey 1. Define Goal 5. Monitor Milestones 4. Move 2. Determine where you are 3. Define Team TechFo Stages Methode Workshop Introduction 9/66 18

19 Reality TechFo Stages Methode Workshop Introduction 10/66 19

20 Phases of the Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 20

21 Define Goals Why do we care about processes and process management? because we like structure? because we like to standardize? because we are the QM guys? because we like to write down, what other have to follow? because our customers expect us to do so? because it is state of the art? because there are tools that support this? 21

22 Define Goals Goals need to be measurable!!! You can only improve, what you can measure. Everything can be measured somehow, that is better than not measuring it at all. Albert Einstein W. Edwards Deming When you stop to improve, you stopped being good. Oliver Cromwell 22

23 Define Goals 1) Identify goals 2) Define metrics by using GQM-Paradigm (Goal-Question-Metric ) 3) Define a measurement plan (activities, roles, tools, schedule) 4) Conduct data (measure) 5) Validate data (take samples and check) 6) Analyze and interpret data 7) If necessary, take actions = Goal Question Metric (GQM) by Basili, Rombach 23

24 Goal Question Metric - Model GQM-template Quality Aspect easy to understand Object Practice View Point Engineer Purpose Improvement Description of Quality Aspect using known terminology Factors of Quality Aspect using tables and figures no. of used roles size of description Impact of Factors no. of used work products... the less no. of roles, the more easy to understand no. of pages the Hypothesis less no. of work on Factors products, the more easy to understand... the if less the no. description of pages, of the a practice more easy is less to understand than one page long,... then the training takes less than one hour if the description of a practice uses less than 3 roles, then it can be memorized after the second iteration 24

25 Define Goals Process Management needs always be based on Goals! 25

26 Define Goals Process Management needs always be based on Business Goals! 26

27 Define Goals well defined Business Goal Tree based on priorities helps to stop endless discussions well defined metrics derived by the GQM-Model support a better understanding of the business goals well defined hypotheses based on business goals help to understand the improvement challenges 27

28 Phases of the Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 28

29 Analyze Process Capability Organization What is the history of the company? Which locations does the company have? Are there multiple business units involved? Is an organizational chart available? What are the business objectives? Influences Process management organization Process architecture 29

30 Analyze Process Capability Are processes defined? Is there a process management tool? How detailed is the modelling? Is there only one standard process? Are there tailoring guidelines? Are the processes used in projects? Process Landscape Influences Planning and effort estimation Coaching approach 30

31 Analyze Process Capability Process Management Organization Who is responsible for the processes? Who is responsible for definition, modelling and release of processes? Is there a CCB? How is it organized? (e.g. communication channels, meeting frequency, available time,..)? Influences Stakeholder elicitation Communication plan Process architecture 31

32 Analyze Process Capability Process Maturity Have audits / assessments been performed? What have been the results so far? How have the processes evolved over time? Influences Effort estimation Coaching 32

33 Analyze Process Capability Portfolio / Development Projects Which products are developed? Do standards like safety apply? Who is involved (System / Software / Hardware / Mechanics..)? What is the typical size and duration of the project? Which approach is used (e.g. V-Model, Agile)? What does the lifecycle and phase model look like? Is the development distributed? Influences Process architecture Process variants Process modelling Process management organization 33

34 Analyze Process Capability Tools Which tools are used for development? (configuration management, requirements, testing, workflow, ALM solution,.) Which tools are used for project management? Which tools are used for process management? Influences Process modelling Pilot and Rollout planning 34

35 Phases of Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 35

36 Process Architecture Definition Intra Process Structure = data model for a process model (Meta Model) Inter Process Structure = Process Architecture Intra Process Structure Inter Process Structure 36

37 Meta Model Process Elements Process Assets files = physically existing objects Templates Role Descriptions Tools Processes Lifecycles Work Instructions Checklists abstraction Process Elements Types types of process assets = process element types Phase Role Checklist Work Product Template Activity Practice Tool Metric 37

38 Meta Model Associations Process Element Types Role Checklist Phase Work Product Template Activity Practice Tool Metric define possible associations Metamodel Role Phase Activity Work Product Metrics Template data model of a process model 38

39 Meta Model Example Guideline Practice Training Tool Phase Milestone Process ActivityGroup Decision Activity Artifact Record Part input, output responsible accountable support consulted informed checklist template example Role Resource Method Park Best Practice Unified Configuration

40 Meta Model Modeling a process Meta Model Role data model of a process model Phase Activity Work Product Template Practice model a process Process Model Developer Design Phase SW Design Design Template process model Specify Design UML 40

41 Meta Model Intra Process Structure Metamodel Example: SW Engineering Processes Process ActivityGroup Activity 41

42 Process Architecture Inter Process Structure 42

43 Process Architecture Where to start? Two concepts as starting points to find the right process architecture: Value-Chain Approach Process Variants 43

44 Process Architecture Value-Chain Approach Principle: focus on the value-creation chains of your organization to overcome silo-thinking of departments (assumes that you want to optimize the effectiveness and efficiency of the value creation in terms of the global maximum and not of local maxima of a department) A B C D E 44

45 Process Architecture The Value-Chain A company creating products has the following value-creation chains: Product Lifecycle Supply Chain Customer Relationship 45

46 Process Architecture The Value-Chain Product Lifecycle Mechanics, Hardware, Software Product Development Production Innovation Service Development Service Infrastructure Service Delivery Product Return IOT Services 46

47 Process Architecture The Value-Chain Product Lifecycle Product Development Production Innovation Service Development Service Infrastructure Service Delivery Product Return Interfaces or Integrations? Project Management Quality Management Change Management Program Management Customer Care Purchasing Strategy Marketing Logistics & Customs Sales 47

48 Process Architecture The Value-Chain Product Lifecycle EXAMPLE GAPS: System HW SW Mechanics Development Production Product Development Production System Software Mechanics Hardware is it 5 processes or is it 1? (consider your influencing factors) Production Planning Tool Development Line Setup Series Production 48

49 Process Architecture Process Variants Process Variants based on Product Types Project Types Management classification (risk, volume, strategic relevance) Complexity (project, product, technology) Development types (new, application, platform, component) Localization Language Culture Skill levels Different IT tools local Law and Standards 49

50 Process Management Organization Steering Committee Process Sponsor Process Responsible Organization EPG / CCB Process Architect Process Action Teams Process Owner Process Designer Process Authors Process Owner Process Designer Process Authors Projects Coach Projects Project Team Member Project Team Member Project Team Member Project Team Member 50

51 Phases of Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 51

52 Model, Pilot and Rollout Process Modelling and Rollout Define Guidelines Model and Define Processes Piloting Rollout Establishing a consistent tool chain Evaluation Adaption Piloting Rollout Training Create Material Training Coaching 52

53 Process Definition Workflow (1/2) Preparation Define Terminology Define Metamodell Define Modelling Guidelines Use Process Architecture Collect Existing Content Define Process Areas Design Architecture and Interfaces (Prioritize and Schedule Process Development) Examples, Templates Process, Role and Method Descriptions Workflows Define Basic Process Set Process Overview Activities, Work Products, Roles (Phases and Milestones) Reviews Once Per process area 53

54 Process Definition Workflow (2/2) Specify Work Product Details Compliance and Tailoring Templates, Examples, Forms for Repositories Checklists Lifecycles Config Mgmt-System / Folder Structures Mapping to Reference Modell Gap Analysis Tailoring Guidelines Methods, Tools and Trainings Method Descriptions & Guidelines Describe Tools and Trainings + Coach the processes Measurement & Improvement Metrics Process Change Management Improvement Activities Once Per process area 54

55 Modelling Guidelines We get brilliant results from average people managing brilliant processes. Fujio Cho, Honorary Chairman Toyota A bad process will beat a good person every time. W. Edwards Deming 55

56 Pilot and Rollout Process Modelling and Rollout Define Guidelines Model and Define Processes Piloting Rollout Establishing a consistent tool chain Evaluation Adaption Piloting Rollout Training Create Material Training Coaching 56

57 Pilot and Rollout Timeline Involve people early Transparent (iterative) results Use templates as soon as available Pilot one process area without the complete process in place Publish information as soon as possible Accepting change is easier if you have time to prepare Start with a Beta-Version of Processes Get early feedback Quick improvement Changes take time Don t push too much Give the pilots some time to prepare Rollout has an iterative nature Don t wait too long to start a process will never be perfect 57

58 Pilot and Rollout Pilot Selection Choose self-selected pilots Provide incentives (interesting project, more resources e.g. own team room, ) Establish a fault-tolerant culture (if the process don t work, the people won t be blamed) Don t change too many things at once no new staff on the team not with a new customer Don t change under (current) pressure Don t change in a time critical phase Allocate some time for training Pilot where the organization has the biggest pain Bottle-Neck 58

59 Phases of Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 59

60 Establish a Learning Organization Carefully design your processes based on value chains Involve the people executing the process in modelling and definition No process without feedback session No process without objectives based on business goals No process without measurements based on objectives No process without evaluation of measurements Allow changes allow improvement all the time 60

61 Establish a Learning Organization Processes capture the knowledge and experience of an organization. Therefore processes will always change, because our knowledge and experience grows everyday. Usually you start to do intuitive engineering of new products in order to be creative. Whenever you have been successful in engineering you try to repeat that approach for future development, i.e. you gained experience based on the knowledge you used. In order to repeat your success, you write down what you have done. This written down experience is called a process. 61

62 Phases of Stages Method Define Goals Analyze Process Capability Define BPM Organization Model Processes Establish Learning Organization Identify Business Objectives Derive Goals from Objectives Assess Current Situation Identify and Prioritize Changes Define Process Architecture Establish Process Management Organization Model and Pilot Processes Rollout Processes Measure Process Performance Derive Improvement Measures 62

63 Summary Customers Competitors Cooperations... Methods Costs Deadlines Efforts 2004 method park Software AG Process Paradise < > 63

64 Introduction Process Management 4.0 a Methodical Approach to Success Collection of more than 10 years experience Typical pitfalls Lessons learned Solutions to effectively Manage processes Next steps to learn and apply: One day workshop 4 th October 2016 in Rochester Michigan information: ute.schmalhofer@methodpark.com 64

65 Questions Thank you for your attention! 65