BIO PRESENTATION Better Software Conference & EXPO September 27-30, 2004 San Jose, CA USA
W6
September 29, 2004 3:00 PM
CUSTOMER FOCUSED BUSINESS METRICS THROUGHOUT THE SDLC
Steve Wrenn Liberty Mutual Insurance Information Systems
W6 September 29, 2004 3:00 PM C USTOMER F OCUSED B USINESS M ETRICS - - PDF document
BIO PRESENTATION W6 September 29, 2004 3:00 PM C USTOMER F OCUSED B USINESS M ETRICS THROUGHOUT THE SDLC Steve Wrenn Liberty Mutual Insurance Information Systems Better Software Conference & EXPO September 27-30, 2004 San Jose, CA USA
BIO PRESENTATION Better Software Conference & EXPO September 27-30, 2004 San Jose, CA USA
September 29, 2004 3:00 PM
Steve Wrenn Liberty Mutual Insurance Information Systems
STEPHEN WRENN
Stephen Wrenn is currently the Sr. Director of IT Service & Quality Assurance at Liberty Mutual Insurance Group. There he is responsible for bringing people, process and technology together to solve insurance business problems on a global basis. Prior to Liberty Mutual, Stephen was the VP of Global Service & Support for Enterasys Networks, where he led a team of service professionals in delivering industry leading network quality initiatives, and global expansion of Enterasys professional services. Stephen has over 20 years experience in IT company’s, holding leadership positions at Hewlett-Packard, Cabletron, and Cisco Systems. He has built technical support
Singapore and Hong Kong. Stephen holds a B.S. in Electrical Engineering from the University of Massachusetts and an MBA from the Whittemore School of Business at the University of New Hampshire.
Steve Wrenn, Director IT Service & Quality Assurance Liberty Mutual Insurance Group, Information Systems
A quick overview of Liberty Mutual IS and it’s
What we set out to do. Our process or journey
Constraints SDLC vs. PLC Quality Framework Development Focus
Outcomes What we learned
First of all you have to understand a few things
Insurance Business is inherently Risk Adverse Private Company with, until recently, mostly internal
Currently profitable in a very stable and long-life
After that very Much Like a Lot of IT
Not enough time to do everything Lack of controls…after all, Coding is an art right?
Business objectives Competitive advantage Application Development Focus
Who’s the customer? What do customers want/need
TQM, Six-Sigma, CMMI Level ?
CUSTOMER DELIGHT! Creativity, Flexibility and Responsiveness are the Keys!
Then evaluate where we currently stand. (Nothing new
here, a simple GAP analysis should suffice nicely…yeah right!)
Baseline metrics….what metrics?
Our work is so unique you can’t measure it
Evaluation of current processes
Things are working fine, we’re making money, why do we want
to change things
Processes were all different, so any metrics collected could
not be compared.
All hard to do without knowing current output (systems
thinking).
We finally settled on quality control data gathering for 6
months.
The software development life cycle of most
How many of them are actually focused on
Think customer input, which in most companies
How many of you proactively use this
LMIG IT Quality Framework / Methodology Product Life Cycle (PLC) Plan Build Run Retire
Software Development Life Cycle (SDLC) Production
Customer (End-User) Voice of the Customer (Requests/Concerns) Change Management (For New & Production) Problem Management (Restore & Eliminate) Tools to enable Effectiveness & Efficiency Metrics for Success and Adjustments (Targets) B.U.
Release/Acceptance Pre-Production
PDCA PDCA PDCA
Quality Assurance
Help them start to think like business managers Take the time to explain to them what the fruits
They are not developing code, they are building
Show them how their applications contribute, they
Show them how quality, both high and low, effects the
Optimum Productivity!
Knowledge Sharing, Customer Focus and Leadership are Key!
We developed a quality process and
We improved our first release quality by 40% in
LMGIT - SDLC Key Quality Deliverables - Worksheet
Requirements Definition Architecture &
Scope Definition Requirements Definition Analysis Architecture & Design Construction & Test Implementation
PMO Required
Report
*
(006) with Key Milestones*
Process
QA Best Practices
Evaluation (100) * /**
Board (TMB) *
Portfolio Review Board (EPRB) *
Decision for “Go / No Go” for proceeding with Bus. Requirements *
Contract (if applicable)
PMO Required
*
Document
QA Best Practices
*
*
*
“To Be” (140) *
Plan
QA Best Practices Updated
PMO Required
Requirements (135s) - OO Projects = Use Case Scenarios, Class Diagrams, Activity Diagrams, etc. * (all changes now go through the Change Management Process) ***
Preliminary Review Report *
*
Recovery Requirements *
QA Best Practices
*
Requirements *
Functional, System, Integration, & UAT
QA Best Practices Updated
Finalized *
PMO Required
*
Requirements (IRR) - 1
st CutQA Best Practices
*
System Storyboard/ Flow (250/255) HTML / Word Page Mock- Ups (495)
Supplementary Specs - Performance Reqmnts, Archive /Purge, Security, Disaster Recovery, etc.
*
*
Updated
Functional, Systems Integration, and UAT
PMO Required
QA Best Practices
Configuration Mgt
Ticket
Environments
Notification
* / ****
*
* (all coding changes now go thru Change Mgt Process )
Teams/ Management
Updated
*
PMO Required
Including Implementation Checklist (back out plan and Signoff (800)
Plan Document (060)
QA Best Practices
Change Management Issue
*
Guide (700); Help Desk (701); Training (710); Installation Instructions (720)
End User and IS Release Notes
Verification Testing
“Go/ No Go” to deploy to Production *
Plan
for 90 Days
in Component Re-Use System
David H. Maurer / June 15, 2004
* Key Stakeholder
Sign-Offs
** (NNN) Refers to the
LMSDP Process Artifacts IT Project Plan PMWB (Project Managers Workbench ) Risk/ Issues Log Change Management Process/ Log (Mantis) -> ServiceCenter SQA Plan
Project Management
LMGIT - SDLC - Key Quality Deliverables Worksheet - V1.03
Project Name: ______________________ Project Code: ______________ IT Project Mgr : _______________________ Bus Project Mgr : ______________________ *** Date Business Requirements Frozen: _____/_____/____
Proj Mgr: __________________ QA Mgr ___________________
**** Date User Acceptance Testing Completed : _____/____ _/_____
Proj Mgr ___________________ QA Mgr _______________________
Initiation / Scope Definition
Instituted a rigorous project qualifying review
ROI or competitive advantage Strategic fit…or else!
Requirements Definition
Do we know what this requirement is for? Has it been verified for testability and signed of by the
Have the Requirements been signed off by all
Requirements not complete Requirements not testable (to gray) Requirements developed without end-user input Requirements thought to be non-negotiable Requirements not signed of by all parties.
Culture change is more difficult than any
The more time spent in planning the less time
Signatures are very powerful in setting and
We very often take too much for granted when it
Metrics need to be SMART
FY’04 Q1 Deliverables Key Monthly Accomplishments
Strategy #1: Engage proactively and regularly with customers, partners and sales organizations, and technology development stakeholders, to ensure delivery of consistent, high quality, and relevant service and support worldwide. –>/= 4.6 out of 5.0 on WW customer satisfaction survey –>15% Increase in Productivity –<99% of budgeted expenses Strategy #2: Grow current service offerings in order to enable the business groups to deliver better service to their customers, and thus further differentiate the total Enterasys value proposition from the competition. –>110% WW Bookings targets (15% growth) –>65% Contribution Margin (cost down 10%, rev up 15%) Strategy #3: Develop and deliver new services that add value to our products and solutions, and differentiate them in the marketplace. –>50% of services developed in last 3 years
Status
CONCERNED COMPLETE ON-TARGET
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0 F Y ' 1 Q 1 Q 2 Q 3 Q 4 F Y ' 2 Q 1 Q 2 F c s t Q 3 F c s t Q 4 F c s t US Canada LA EMEA AP
Customer Satisfaction Rating Customer Satisfaction Rating
$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 FY'01 Q1 Q2 Q3 Q4 FY'02 Q1 Q2 Q3 Q4
Bkgs Actual F'cst
LMIG IT Quality Framework / Methodology Product Life Cycle (PLC) Plan Build Run Retire
Software Development Life Cycle (SDLC) Production
Customer (End-User) Voice of the Customer (Requests/Concerns) Change Management (For New & Production Apps) Problem Management (Restore & Eliminate) Tools to enable Effectiveness & Efficiency Metrics for Success and Adjustments (Targets) B.U.
Release/Acceptance Pre-Production
Thoughts …
“Don’t Tell Me … Prove It!” “Close-The-Loop … Systems Thinking”
PDCA PDCA PDCA
Quality Assurance