2016_Jewell- From March Madness to the Championship- Building and Sustaining Winning Process...

7/28/2019 2016_Jewell- From March Madness to the Championship- Building and Sustaining Winning Process Improvement Teams

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From March Madness to the Championship:

Building and Sustaining Winning ProcessImprovement Teams

SEPG 2009

San Jose, California


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Panelist Introductions

Fred Jewell

Accenture - Global Director of Process and Solution Quality

Julie Stein

CGI Group Director of Quality, US South and Central

Eduardo Frias

Johnson & Johnson Vice President, Information Technology

Greg Edmunds

AT&T Senior Business Manager, Information Technology


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Agenda

Criteria and pitfalls in building the team

Building a team that will sustain itself

Changing requirements for skills and organization

structures as the organization matures

Coaching and checking can people do both?


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Team Member Selection

Selection Criteria Key skill areas:

Change management

Process Development

Process Improvement Coaching Tools Development

Quality Assurance

Metrics Development and Analysis

Ability to take the view of senior management Overall desirable characteristics


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Tips and Pitfalls

Cultural alignment

Skills mix

Skills

Personality type

Credibility


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Key Elements for Sustaining the Team

Forming the team

Developing the team

Selling and marketing the team

Protecting the team

Refreshing the team


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Challenges for Sustaining the Team

Changing business objectives and leadership

Outsourcing

Offshoring

Economic downturn/pressures

Mergers and acquisitions

Retaining and motivating


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Maturing the organization

CMMISM

MaturityLevel

Primary Focus / Higher

Resource Emphasis

Secondary Focus/Lower

Resource Emphasis

Characteristics of the

process improvementworkforce

Level 1 Change management

Process Development

Process Improvement Coaching

Quality Assurance


Tools Development

Ability to work in an

ambiguous environment

Level 2 Change management

Process Development


Quality Assurance


Tools Development

Focus on key disciplines

Level 3 Metrics Development andAnalysis

Tools Development

Process Development

Change management

Quality Assurance


Change management -

influence

Level 4 Metrics Development andAnalysis

Tools Development

Process Development

Change management

Quality Assurance

Engineering discipline

Statistical analysis

Level 5 Process Development

Metrics Development and

Analysis Process Development

Change management

Quality Assurance

Tools Development

Operational discipline

Creativity and process

improvement


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Common pitfalls as the organization matures

Mandated policies get in the way of true innovation Process becomes too rigid

Finding advanced skills

Statistical analysis and modeling

Process modeling

Business case development

Focus on CMMI Level achievement can lead to two

classes of projects

Metrics mania

Changing leadership

Sponsorship complacency


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Coaching vs. Checking

Independent reviews vs. a coach-checker When does it make sense to split these roles?

When does it make sense to combine them?

Can the same person do both?

How should coaching and checking be organized? Where

should it report?

How do you demonstrate the value of the checking only

function?

How do you ensure the objectivity of the checking

function?


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Contact Information

Fred Jewell [email protected], +1 770 361 8329

Julie Stein

[email protected], +1 205 403 8423

Eduardo Frias


Greg Edmunds

mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

2016_Jewell- From March Madness to the Championship- Building and Sustaining Winning Process...

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