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Continous Improvement Plan

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Ryan Wells

on 18 September 2012

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Transcript of Continous Improvement Plan

IT Department Continuous improvement Plan Measurement IT Aggregate Score
5S Score
IT Incidents
Unique Configurations
Project Hours
Personal Development Why do we need to improve this?
Remain competitive with foreign companies who have less labor and overhead burden
Standardize outputs of processes that utilize IT Services
Increased revenue without increased headcount
Leverage technology to create Competitive Advantage as Onyx Grows to and past 100M Who are the performers?
Ryan
Tammy
Barb
Rob
Ken
Business leaders
Supervisors Feedback Pinpoint - IT Team will "Destroy The Death Star" Action Plan Study Processes Problems ITIL best practices of:
5S
Configuration Management
Standardization
Documentation
Packaged deployment
Service Management
Root Cause analysis
Change Management
Portfolio Management
Personal Development Good practices 3 1 2 4 Baseline IT Aggregate Score - 36 (Death Star)
5S - 6 / Month
Incidents - 188 / Week
Unique CI - 545 Total
Project Hours - 0 / Week
Personal development - 0 / Week 5 Goals 6 Weekly "Stay on target"
Each Metric charted individually
Major and sub-goals are identified
Sub goals will be "natural" Average Improvment
Aggregate score will be done in radar, bringing cumulative results to overall IT efforts and focus 7 8 Weekly
Kill marks for continuous improvement
Tokens for Discretionary effort Reinforcement Aggregate Score increase of 10% triggers shaping goal Celebration
Celebrations are used to determine behavioral changes that increase our success
Questions that must be answered clearly
What did we do?
How did we do it?
Why is it important Escape to tattoine Weapon of the Jedi Mos Eisley Cantina Opening crawl Vader VS. Ben 50% of revenue is material
10% of revenue is labor
22% of revenue is overhead
18% of revenue is Margin 9 Stakeholders
IT Team
Senior Managers
Functional group leaders 10 Weekly "Manage the effort" Meetings
Performance Management
Individual and Aggregate scores
Things done Well that improved scores
What went poorly and reduced scores
Problem projects that fall out of the good/bad Kickoff Discuss
Projects Value to Organization
Alignment with business goals
IT Transformation Manage Effort IT Incidents count too high
PC Failure
Infrastructure Failure
Culture rewards bad behaviors
poor project prioritization
Inconsistent information availability
Lack of Standardization TIMELINE - Percentage Increases of 10% represent sub goals Death Star Trash Compactor Plan Attack Trench Destroy Death Star 1878 sq / % units
Sub goals at intervals of 187.8 (10%) implement known good practices
5S
Service management
Configuration management
Portfolio Management
Personal development 5S Acton plan
Create a 5S baseline score
Schedule 5s Friday cleanup
Continue to communicate 5s and lean
Organize IT reference data for fast retrieval
Audit IT areas monthly
Display 5s Audit Scores Status
Done 5/1
Done 6/1 and is Part of managing the effort
Lean handbook added to Personal development by 11/1
Wiki in place 8/1 and used for searching IT reference Data
Began audit process 5/1
Monthly Scores on back of door in IT area 6/1 Service management Acton plan
Eliminate Fragile "CI"
Create Hardware/Software lifecycle
Load Update server
- Use Mobile Incident Tracker
- Configure network Monitor
Create "problem" Projects
"Follow up Friday"
Change Management Meeting
verify / correct backups Status
Eliminated 4 systems in May-July Continuing as we find them
Life cycle is defined in IT Wiki. Laptop 4 years, Desktop 5 years. OEM Software
In process (9/1)
In Development as of 8/20 in use by 9/15
in place and working as of 7/1 - prevented 43 known downtime incidents
problem records are created as they happen - AOI Standardization most recently
"Manage the effort" meeting will contain group discussion of tickets and follow up
Change management meetings as part of "manage the effort" starting 9/31
New Backup platform put in place 8/10 - back ups of CIS, monitoring reports Configuration Management Acton plan
Build Inventory of systems
Determine Known Good Platform
Use software to maintain Inventory
Use Image / Package deployment tools
Maintain Patch Service Levels Status
Done 9/15
Done 5/1 will update as new models are available
Done 8/15 Fog / Spiceworks used for inventory
Done 8/20 Installrite used to make deployments
Project in Portfolio for Oracle and sus server Portfolio Management Acton plan
- Create Project Vetting Tool
Add RACI model to Projects
Populate Vetting tool hopper and prioritize
- Plan projects in groups of 4 based on priority and RACI
- Split Projects into "Sprints"
- Track Project Hours
Job shadow / reach for projects Status
Done 8/1 (projects in flight will be burned down)
Started 8/1 and is Part of managing the effort
Done 8/20 added to Web2Projedt
Ready 9/1 will move after current load is gone
Ready, projects will be planned in "Manage the Effort"
Ready 9/1 will plan in after current load
After next 4 projects, will re-align with business Personal Development Acton plan
Schedule PDP meetings with each person
Determine Career Goals
- Seed PDP Matrix with First Pass
Follow up monthly to track progress
Include gaps in Strategic Objectives as OTJT
Include PDP progress in Annual Review Status
Done 8/30 Thursdays at 10 am
10/1 will happen as each meeting concludes
Done 7/1 Seeded with IT/business research topics
10/1 will happen as meeting concludes - update Score
10/1 will happen as each meeting concludes
4/1 PDP should make annual review fast and clear Change Management
Planned change
change type identified
Normal
Emergency
Standard
Affected systems
dependencies
process
initial state documentation
reversal plan Portfolio management
Active Projects
What was done
What is in the way
Next sprint
Pending projects
What details need to be added
What resources will be needed
Future projects
Score new projects
Discuss vetting criteria
5S Friday Thank you, are there any questions?
Full transcript