The methodologies reflected in the enclosed material, including the benchmark comparisons, are...

The methodologies reflected in the enclosed material, including the benchmark comparisons, are confidential and proprietary information of NewLane, LLC. and are for the internal use of addressee only.

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Time to Market Process Improvement – A Case Study

November 8, 2000

© NewLane, LLC. 2000 - All rights reserved.

2© NewLane, LLC. 2000 - All rights reserved.

Introduction

This case study explores the strategies used in a real-world scenario to shorten time-to-market and achieve process improvements.

This case study explores the strategies used in a real-world scenario to shorten time-to-market and achieve process improvements.

BackgroundBackground

The Third largest long distance telecommunications company in the U.S. is in the process of rolling out a new architecture and set of services designed to compete for integrated digital telephony services. Creating this new service requires integrating a set of new hardware and software components that are built into the new product architecture at varying stages of the product development life cycle. This new product is comprised of a portfolio of over 200 applications, with up to 5 releases per application. Lastly, multi-vendor management of the new hardware creates additional complexities due to the dependency on a large number of vendors.

The Third largest long distance telecommunications company in the U.S. is in the process of rolling out a new architecture and set of services designed to compete for integrated digital telephony services. Creating this new service requires integrating a set of new hardware and software components that are built into the new product architecture at varying stages of the product development life cycle. This new product is comprised of a portfolio of over 200 applications, with up to 5 releases per application. Lastly, multi-vendor management of the new hardware creates additional complexities due to the dependency on a large number of vendors.


Problem Definition

Is Product Testing Taking Too Long, Slowing Down the Company’s ability to Go To Market Quickly?

Is Product Testing Taking Too Long, Slowing Down the Company’s ability to Go To Market Quickly?

• The ability to reach the market quickly is a potential source of competitive advantage

• Compressing the product development and implementation cycle time is a high priority

• In the product development and implementation process, testing is an important component of overall cycle time

• The company has traditionally been cautious about putting new network services onto the market and has focused on quality of service

• There is a perception that the company is willing to tolerate additional risk with getting the product to market more quickly, at the potential expense to quality of the product delivered

• The ability to reach the market quickly is a potential source of competitive advantage

• Compressing the product development and implementation cycle time is a high priority

• In the product development and implementation process, testing is an important component of overall cycle time

• The company has traditionally been cautious about putting new network services onto the market and has focused on quality of service

• There is a perception that the company is willing to tolerate additional risk with getting the product to market more quickly, at the potential expense to quality of the product delivered


Project Scope

Overall Project

Objective

• Determine how to reduce testing cycle time* while preserving the quality of service delivered to customers

Specific Objectives

• Challenge existing assumptions about testing to break paradigms

• Validate from external benchmarking perspectives, if testing is taking a “long” time, and identify creative approaches to testing

• Identify short-term process improvements that will have a positive impact on reducing cycle time


Strategies Used to Solve Problem

Assertion/Hypothesis Methodology

Conducting Assessments (Process and Productivity)

Benchmarking

Establish Performance Models using “Balanced Scorecard” approach


Assertion/Hypothesis Methodology

Scientific method based on proofs, quantitative and qualitative analysis

Used for Root Cause analysis

HistoryHistory

DefinitionDefinition A formulation of hypotheses whereby the user goes about proving the hypotheses right or wrong.

Causal analysis

Interdependency between line function’s and hypotheses


Conducting Assessments

InternalInternal

ExternalExternal

High Impact Interviews

Questionnaire

Workshops

Phone or on-site Interviews

On-Line or e-mail Questionnaire

To collect quantitative data in support of or dispute the hypotheses, and to determine corrective action.

To collect quantitative data in support of or dispute the hypotheses, and to determine corrective action.


Benchmarking

PurposePurpose To collect similar type data and compare it against industry norms and/or use the baselines to compare the data against its own history

TipsTips Make sure questions are “correctly” formulated

Avoid “leakage” of data by conducting on-site interviews

Use appropriate rating technique


Performance Models using Balanced Scorecard Approach

DefinitionDefinition A performance measurement criteria based on “four” perspectives – Customers, Learning and Growth, Internal Processes, and Financial

Why BS?Why BS? It enables companies to assess and continuously measure performance, and to quickly change measurement criteria based on market dynamics.


Assessment & Assertion Findings

Determine where the potential lies for shortening development cycle

Determine where the potential lies for shortening development cycle


Performance Model

This will lead into a set of Interrelated Performance Pathways

This will lead into a set of Interrelated Performance Pathways


Performance Pathways


This will lead into the formulation of a performance Scorecard


All of which results in a reduction in cycle time.

The methodologies reflected in the enclosed material, including the benchmark comparisons, are...

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