Ensuring Clients Achieve Superior Value in the Digital Economy Ensuring Clients Achieve Superior...
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Transcript of Ensuring Clients Achieve Superior Value in the Digital Economy Ensuring Clients Achieve Superior...
Ensuring Clients Achieve Superior Value in the Digital Economy
Ensuring Clients Achieve Superior Value in the Digital Economy
12th Software Engineering Process Group Conference
Jim Driscoll
SEPG 2K ( March 22, 2000 ) 2000 Ways to Make Software Better
VP - Global Communications IndustryTel: (781) 487-1707
Email: [email protected]
VP - Global Communications IndustryTel: (781) 487-1707
Email: [email protected] © 2000 Electronic Data Systems Corporation. All rights reserved.
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Emergence of the Digital Economy
EDS Transformation and Who We Are
EDS’ Previous Process Improvement Strategy
The New Strategy Objectives
Implementation
Critical Success Factors
Where We Are With the New Plan
Lessons Learned
Emergence of the Digital Economy
EDS Transformation and Who We Are
EDS’ Previous Process Improvement Strategy
The New Strategy Objectives
Implementation
Critical Success Factors
Where We Are With the New Plan
Lessons Learned
AgendaAgenda
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Emergence of the Digital EconomyEmergence of the Digital Economy
Knowledge Digitization Virtualization Molecularization Integration/Internetworking Disintermediation
Convergence Innovation Prosumption Immediacy Globalization Discordance
Trends of the New EconomyTrends of the New Economy
“The Digital Economy” - Don Tapscott
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Mandates for the I/T ProfessionalsMandates for the I/T Professionals
Emergence of the Digital EconomyEmergence of the Digital Economy
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Include business metrics in performance measures
Build flexible software processes that will enable collaboration
Nurture an environment for real-time communication
Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive
Include business metrics in performance measures
Build flexible software processes that will enable collaboration
Nurture an environment for real-time communication
Do everything possible to enable speed, flexibility, and innovation, to keep the enterprise competitive
Click to advance to next slide
More than 130,000 highly trained professionals
More than 130,000 highly trained professionals
Who We Are (People)Who We Are (People)
A learning organization with a commitment to training and developing leaders
A learning organization with a commitment to training and developing leaders
Diverse, high-performance teams
Diverse, high-performance teams
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Revenue by Geography - $16.89 billion in 1998
Europe, Middle East,
& Africa
28%
Asia Pacific, Canada, & Latin America
11%
U.S. 61%
Who We Are (Financial)Who We Are (Financial)
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New business model New organizational structure New service offerings
New business model New organizational structure New service offerings
"EDS … the recognized global leader in ensuring clients achieve superior value in the
Digital Economy ..."
"EDS … the recognized global leader in ensuring clients achieve superior value in the
Digital Economy ..."
Aggressively cutting cost structure New “brand” image New vision
Aggressively cutting cost structure New “brand” image New vision
To enable speed, flexibility, and innovationTo enable speed, flexibility, and innovation
EDS - A Brand New OrganizationEDS - A Brand New Organization
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Developed & institutionalized corporate project management and systems life cycle methodologies
Leveraged corporate methods and built organizational software process systems (OSP)
Developed & institutionalized corporate project management and systems life cycle methodologies
Leveraged corporate methods and built organizational software process systems (OSP)To transition
organizations to CMM level 2 by
leveraging existing process
systems
To transition organizations to CMM level 2 by
leveraging existing process
systems
Several “Model” process systems emerged primarily along unit or industry lines
Several “Model” process systems emerged primarily along unit or industry lines
Leveraged the “Model” systems and duplicated success across EDS
Leveraged the “Model” systems and duplicated success across EDS
The Previous Process Improvement StrategyThe Previous Process Improvement Strategy
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Can our previous process improvement strategy support our business in the new economy ?
Can our previous process improvement strategy support our business in the new economy ?
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High level of duplication and redundancy
High maintenance and deployment cost
Long cycle time for process development, improvement, and deployment
Not fully filtering and leveraging best practices
Rigid process framework made tailoring a cumbersome task
Virtually impossible to integrate processes with external organizations
Implementations were successful but too time-consuming
Issues of the Previous StrategyIssues of the Previous Strategy
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To reduce the cycle time for development and deployment of processes
To reduce the cycle time for enhancement and improvement of processes
To reduce redundancy of processes and maintenance efforts
To improve process variation and tailoring flexibility
To enable process integration and collaboration with external organizations
To reduce the cycle time for development and deployment of processes
To reduce the cycle time for enhancement and improvement of processes
To reduce redundancy of processes and maintenance efforts
To improve process variation and tailoring flexibility
To enable process integration and collaboration with external organizations
To enable speed, flexibility, and innovationTo enable speed, flexibility, and innovation
Objectives of the New StrategyObjectives of the New Strategy
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The Global StrategyThe Global StrategyThe Global StrategyA New Process Improvement Strategy for the New Economy
To satisfy clients’ new needs in the Digital Economy by improving process performance,
diversity, tailoring, and efficiency.
To satisfy clients’ new needs in the Digital Economy by improving process performance,
diversity, tailoring, and efficiency.
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Consolidate and optimize process systems scattered within EDS into a single Global Process Repository
Web based repository for easy access globally Reduced or eliminated redundancy of
processes Reduced or eliminated duplication of effort in
defining and maintaining processes Reduced cycle time for defining, deploying,
and improving processes
The Global Strategy - ImplementationThe Global Strategy - Implementation
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Implement a new Process Framework for documenting software processes which added a new dimension for process tailoring
New process framework provides standardization of content, information design, and format, to improve consistency
Versatile process framework to maximize flexibility of process tailoring
Software processes are highly adaptable to business process and technology changes
The Global Strategy - ImplementationThe Global Strategy - Implementation
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Reengineer software process architecture to improve process variation, diversity, and tailoring efficiency
Project management and software engineering processes are generic down to the task level to simplify and reduce tailoring
Improve process variation by providing choice of tools, templates, and procedures at the task level
Differentiate platform and technological differences through choices of tools and procedures at the task level
The Global Strategy - ImplementationThe Global Strategy - Implementation
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Use innovative web based technology to support maintenance and control and dynamic tailoring of software processes
Web based application for global access On-line definition, review, and approval of
processes On-line function for process definition and tailoring
for projects Process performance tracking Support deployment and provide training on
processes
The Global Strategy - ImplementationThe Global Strategy - Implementation
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Appoint Process Experts (local SEPG Agents)
Support deployment Provide CMM training Mentor and train software engineers on
processes Facilitate filtering of best practices Facilitate process and procedure review and
approval Provide feedback to the Global SEPG Identification of new standards and processes
The Global Strategy - ImplementationThe Global Strategy - Implementation
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Regional Estimating Centers
Best Practices Repository
Project History Database
The Global Strategy - Implementation The Global Strategy - Implementation
Corporate SEPGCorporate SEPG
Project History Database
Best Practices Repository
Regional Estimating Centers
Oversee process improvement at the global level
(PHDB) A global repository of project and process metrics
A global best practices repository
Regional centers with access to global data
Lead Assessors NetworkLead Assessors Network A global network of authorized lead assessors
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Tracking and oversight
Maintaining confidentiality
Providing communication
Too much / not enough process variation
Maintaining momentum
Keeping focus
Impact on clients
Ownership and accountability
Challenges / Critical Success FactorsChallenges / Critical Success Factors
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Global Process Repository being deployed
Global Project History Data Base (PHDB) converted to web based system
Regional Estimating Centers are in production
Lead Assessors Network is functioning
Global SEPG is in operation
Process Experts are being identified
Web based system to support maintenance and control of processes will continue to be refined and improved
Where We Are With The PlanWhere We Are With The Plan
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Summary/ Lessons LearnedSummary/ Lessons Learned
Adopt a Process
Framework for documenting
processes
Adopt a Process
Framework for documenting
processes
Build processes for control,
maintenance, and
deployment
Build processes for control,
maintenance, and
deployment
Design a Process
Architecture
with generic activities & tasks
Design a Process
Architecture
with generic activities & tasks
Avoid Process
Duplication
Avoid Process
Duplication
Collect Metrics on Processes
and Projects
Collect Metrics on Processes
and Projects
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“The entire globe is now tied together in a single electronic market moving at the speed of light . . . . . . . There is no place to hide.”
Walter Wriston, former Citicorp Chairman
“The entire globe is now tied together in a single electronic market moving at the speed of light . . . . . . . There is no place to hide.”
Walter Wriston, former Citicorp Chairman
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solved .
The end