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A Business Case for Collaboration Environments

Process Improvement Program strengthens improvement capabilities by establishing collaboration environments
by

Lakisha Johnson

on 11 November 2010

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Transcript of A Business Case for Collaboration Environments

The Problem
Our Solution
The Backdrop
No strategy in place to share released production builds.
During the Capability Maturity Model Integration (CMMI) assessment process of IT Applications, it was revealed the development staff was not utilizing a central repository as a part of its version control process.
Associates frequently maintain released production builds locally.
This resulted in a high percentage of release failures because of not knowing all of a products touch points.
Early Outcome
A
Process Improvement Business Case
for
Knowledge Management

Improve the quality of IT services, timely delivery of solutions and capture intellectual artifacts through:

capturing day-to-day experiences in key operational areas
conversion of knowledge into searchable returns on demand
promotion of cultural change
optimize visibility of platforms and systems where knowledge resides
produce measureable results attributed to organizational goals
The GOAL
With the uncertainty of the political climate related to health care and the continuing need to improve product offerings at lower cost levels; the inability to manage information that touches all aspects of the business is a critical risk.
The Impact
The organization struggles with product delivery
Excessive re-work is required continues to cause failures during testing and drive up costs
Product to market is in excess of three years
Quickly and easily sharing knowledge through the company
Employees having the right information to make informed decisions
Re-use work products shortening product iterations
Reduce rework and make work products available cross-functions and programs
Phase 1 realized an employee-driven database on the company’s Intranet containing information about employees, Corporate Initiatives, and defined technical solutions.

This enabled everyone to find out “who knows what & how to”

video-conferencing, application-sharing technology and a collaboration tool (SharePoint)

This enabled the exchange of knowledge with other associates, partners and suppliers
The Backdrop
The Problem and The Impact
The Goal
The Opportunity
Our Solution
Early Outcome
The Opportunity
keep most existing business processes making adoption of the new system faster
minimize initial redesigns of existing processes
initiate process improvement through existing governance program
provide ability to modify content directly without unnecessary approvals
remove unecessary review processes
avoid workflow designs that depend on a single individual (bottlenecks)
educate the legal department/approval authority ensuring excessive delay
The knowledge management workflow processes consisted of:
Establish and implement a clearly defined Knowledge Management Strategy providing the basis for:
Maintain competitive advantage and reduce costs through:
Improving the quality of products developed
Identifying improvements for existing products
Reducing product time to market
Increasing innovation among knowledge workers

More than 60% of the organization’s business units are now using these collaborative tools

Defects increased but upon further analysis - product defect decreased
Q&A
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Full transcript