Implementation of SDLC at OHSU: Successes & Pitfalls

8/14/2019 Implementation of SDLC at OHSU: Successes & Pitfalls

1/25

Oregon Health & Science University

Kara McFall, PMP

Manager, HR, Payroll and Timekeeping Applications

Implementation ofSDLC at OHSU:

Successes & Pitfalls


2/25

Copyright Statement

Copyright 2006 by Oregon Health &Science University, 3181 SW Sam JacksonPark Road, Portland, Oregon 97239. Allrights reserved. No part of this publicationmay be reproduced, stored in a retrievalsystem, or transmitted, in any form or byany means, electronic, mechanical,

photocopying, recording, or otherwise,without the prior written permission ofOregon Health & Science University.


3/25

Oregons only Academic MedicalCenter

OHSU Hospital and DoernbecherChildrens Hospital: 25,700discharges Four consecutive Consumers

Choice Awards

Dozens of primary and specialtycare clinics: 553,000 outpatient visits

Major Research Institutes


4/25

Five Schools/College

School of Medicine

School of Dentistry

School of Nursing

Oregon Graduate Institute(Science & Engineering)

College of Pharmacy

2,700 + students


5/25

Why

Operating Budget $1.2 Billion +

Over 11,300 employees

City of Portlands largestemployer

State of Oregons fourth largest

Growing at 10% + annually


6/25

What is the SDLC?

The Solution Development Life Cycle(SDLC) provides common IT business

processes to plan, manage andexecute projects through the entireproject life cycle.

SDLC Mission: To deliver consistentlyhigh quality solutions to OHSU ontime and budget by following well-defined processes.


7/25

SDLC Goals

Provide common, repeatable projectprocesses

Improved project performance

Improved communication Convenient access to information

Build knowledge, lessons learned &consistency

Customer satisfaction

Project partnerships


8/25

OHSUs IT ProjectEnvironment Before SDLC

Project requests made ad hoc directly toIT employees

Duplication of project requests and

applications across the campus No formal project prioritization processes

No formal resource tracking (!)

Resources pulled frequently to work onhot projects


9/25

Environment Before SDLC(Continued)

No formal means of tracking and reporting onproject requests and projects performed

Customers restricted (and frustrated) with lackof project status information

Little partnership between customers and IT

No consistent project processes or standardsamong teams or projects

Many projects over budget and late

Not enough happy customers


10/25

A Brave New World: SDLC

11-Phase Methodology

1. New IT Request

2. New Request Assignment3. Initial Analysis

4. Committee Review

5. Requirements Document

6. Functional Review

7. Project

Planning

8. BaselineReview

9. Execution

10.Go-live

11.Completion


11/25

Other Components of SDLC

iSTART ITG Scope, Time And ResourceTracking tool Single entry point to enter, view and track IT

project requests Customers now use automated tool to submit

and track their requests

Based upon 11 phases of the SDLC

Provides high level management reports onprojects, requests and status


12/25


Steering Committees formedbased upon functional focus Education IS Steering Committee

Administrative IS Steering Committee

Research IS Steering Committee

Etc.


13/25


Steering Committees

Steering Committees approve, decline,cancel or put projects on hold.

Steering Committees are responsible forensuring that all approved projects map toOHSUs 5-year Strategic Plan.

Once approved, Steering Committees

determine project priorities.


14/25


Resource Coordination Group (RCG)

RCG consists of chairs of each of theSteering Committees.

Purpose: Project Portfolio Analysis acrossthe institution


15/25

SDLC Rollout

Staged rollout began April 2003

350+ IT employees trained

75 Customers trained

Average of 1,110 project requestsannually

60+ project requests from our schools

550+ current requests trackedthrough automated system


16/25

What Worked?

Big Bang approach

Most customers enthusiastic

Better educated customers More of a partnership approach

with our customers and IT

Training all IT employees effectiveapproach


17/25

What Worked?

All project requests come via automatedrequest tool

All projects are tracked

Standard project processes, templatesand language

Set the stage for resource tracking

among projects Business case analysis performed

before project approval


18/25

What Didnt Work?

Could not force customers to attendtraining

Confusion around production support vs.

projects Our SDLC has no design phase

Most Steering Committees disbanded

Resource Coordination Group does not meet

Project Portfolio Analysis never really took off


19/25

What Didnt Work?

Not all project templates & processes used

Challenges getting signoff on key approvals

Initial versions of iSTART experienced bugs

iSTART and Microsoft Project not integrated

Double-entry of some info required

Data in PMIS systems not always current or accurate

Reporting gaps; not all needs currently met


20/25

What Didnt Work?

Shifting existing IT culture at timeschallenging

Some IT managers dont supportthe SDLC


21/25

Critical Success Factors

MUST have support from the top!

Consider starting small if resources arean issue

Involve IT staff & customers in planning Widespread training of all IT resources

Customer training

Sell the success you experience

Enforce compliance

Require lessons learned on all projects


22/25

Considerations

Phased or Big Bang?

Home grown Project Management IS orstandard tools (e.g., MS Project)

One common data repository vs. integratedsystems

Shorter path for small projects? OHSU has 6-phase (vs. 11-phase) approach for

projects less than 250 hours

5-minute training for executives Will you allow exceptions to the processes?


23/25

Whats Next?

Reinstatement of defunct SteeringCommittees

Reinstatement of ResourceCoordination Group

Re-examination of project processesand templates

If we are not using a process or

template, do we kill it or tweak it? Continuing to refine our business case

methodology


24/25

Whats Next? (Continued)

Resource management at a moredetailed level

Broken out by projects vs.operations

Continued refinement of our ProjectPortfolio Dashboard

More detailed reporting of project data

to our customers Determination of which PMIS tools

well use moving forward


25/25

Questions &Answers

Kara McFall, PMP

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

Implementation of SDLC at OHSU: Successes & Pitfalls

Documents

Transcript of Implementation of SDLC at OHSU: Successes & Pitfalls