Metrics Template For: OIP Job Jar
Current State Lead Time (all C-T) = Value Added Time (V-A) = Non-Value Added (NV-A) = Inventory that should be reduced = > Time associated with inventory Change Over Time (C-O-T) = Steps in process that requires more focus on amount COT Up Time (U-T) = Steps in Process that have a low Up-Time, requireing more focus First Pass Yield (FPY) = Number of Steps = Total Cost / Unit = $ 219.4 2616 1214 54% Future State Lead Time (all C-T) = Value Added Time (V-A) = Non-Value Added (NV-A) = Inventory that should be reduced = > Time associated with inventory Change Over Time (C-O-T) = Steps in process that requires more focus on amount COT Up Time (U-T) = Steps in Process that have a low Up-Time, requireing more focus First Pass Yield (FPY) = Number of Steps = Total Cost / Unit = $ 220 2575 1420.5 43%
99%
96%
89% 47
89% 23
Process Identify Issue Chain of Cmd IIT needed? ID Sponsor Steering / Mgmt Problem Def. OIP Analysis Resource Disc. Add to Proj List Copy Proj List Cust Prioritize OIP Schedules Detail Design Doc Sys. Chg Design Review Mod. Design Prototype Proto. Review Prototype Proto. Review Coding Unit Test Modify Code System Test Documentation Train-the-trainer Accept. Test User Training Notify Cust Oper Manual Compl checklist Implement Update List Post Maint Totals:
Note: Inventory 1 1 1 1 1 1 1 1 1 1 50 50 4 1 3 1 1 1 1 1 4 1 1 1 1 1 1 1 1 1 1 1 2 1 141
People 1 2 2 2 4 3 1 3 1 1 3 3 1 1 6 1 1 4 1 4 1 1 1 2 1 2 3 2 1 2 2 2 1 2 68
C-T 5 5 25 5 60 90 60 120 5 25 2 2 90 60 120 30 60 90 60 90 180 60 30 450 60 60 240 60 5 30 20 30 2 240 2471
VA 80% 0% 80% 0% 0% 75% 50% 0% 0% 0% 0% 0% 85% 50% 80% 100% 50% 50% 50% 50% 80% 0% 80% 0% 95% 50% 50% 95% 100% 50% 0% 100% 0% 50% 46%
VA Time 4 0 20 0 0 68 30 0 0 0 0 0 77 30 96 30 30 45 30 45 144 0 24 0 57 30 120 57 5 15 0 30 0 120 1106
C-O 1 0 0 0 0 0 1 0 1 1 0 0 5 3 5 5 2 30 2 30 2 10 2 0.9 2 2 60 2 0 1 1 5 0.5 0 174.4
U-T 100% 30% 100% 200% 100% 100% 90% 100% 98% 100% 98% 99% 98% 98% 100% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 100% 99%
FPY 80% 60% 75% 99% 90% 95% 99% 98% 90% 100% 100% 98% 95% 95% 98% 95% 100% 100% 100% 100% 33% 80% 80% 90% 90% 95% 90% 80% 100% 95% 90% 90% 100% 66% 90%
2
1 1, 2 2 1 2 2 1 2 1 2
2
NOTE: The following happen throughout the above process 1. List Updates 1 1 5 2. Customer Update * 1 1 15
0% 90%
0 14
1 5
98% 98%
100% 75%
Times 5 8
All process Total
154
81
2616
46%
1214
219.4
99%
89%
Number of Processes:
47
Process Identify Issue Project Definition OIP Analysis Prioritize/Resource Design & Doc. Design Review Modify Design Code / Test Train the Trainer Acceptance Test Train Users Complete Checklist Op Manual Chg Sys Permissions Post Implementation Totals:
Note: Inventory 1 1 1 1 4 3 1 4 1 1 1 1 1 1 1 23
People 2 3 1 3 1 6 1 1.5 2 3 2 2 2 2 2 33.5
C-T 70 70 60 120 540 150 180 700 60 240 60 25 30 30 240 2575
VA 60% 75% 75% 0% 60% 80% 100% 40% 50% 50% 95% 20% 50% 100% 50% 60%
VA Time 42 53 45 0 324 120 180 280 30 120 57 5 15 30 120 1421
C-O 2 0 2 0 10 30 5 100 2 60 2 1 1 5 0 220
U-T 98% 90% 98% 90% 98% 96% 98% 98% 98% 98% 98% 98% 98% 98% 90% 96%
FPY 70% 80% 90% 90% 95% 90% 95% 80% 95% 90% 80% 90% 95% 90% 100% 89%
1 1 1 1 1 1 1 1
NOTE: The following happen throughout the above process 1. List Updates 1 1 5 0% 2. Customer Update - These happen during several of the Processes
0
1
98%
100%
Times 8
All process Total Number of Processes:
23
33.5 23
2575
57% 1420.5
220
96%
89%
Implementation Plan - OIP Job Jar VSM Team - 04/06/05
RECOMMENDATION APPRVD RESP PERSON
developed in team
DUE DATE
3/30/2005 test 3/30/05 go live 4/18/05
PERCEIVED BARRIERS
educating users to use electronic methodology, standardizing through Dept, needs a list of OIP contacts for the intake sheet
DATE COMP
EST GAINS
60 mins/cycle
EST DAYS SVD/YR
53
EST $ ACT. SAVED/ GAINS YR
$13,920
COMMENTS
1 Create Standard IT Intake Form to include all information necessary for OIP decisionmaking
Bob M
Information requested on the form includes the issues OIP must consider before responding. Each form will post to a repository so that all existing IT jobs are visible, giving customers a visual representation of all OIP work/projects. These will inform decision-making around resources and can be helpful in managing expectations and it allows a sort of formalized process for the future. The Intake Form is the first step in a consistent process of work evaluation performed by OIP. The process mirrors the To Be Value Stream as established by the VSM for OIP Job Jar. The customer gets an OIP response which is standardized that includes how much time, resources, estimated costs, etc and information necessary for negotiating work. NO COSTS ESTIMATED YET Once projects are entered into a standardized process, there needs to be a method or toll for measuring their progress through the system, available for all IT customers to see. For example, customers query the system to review progress and view the current metrics for their project. This might also allow aggregate measures of resources, etc. STILL TO DO: Team makes a cost comparison Suggested method(s) will address why some projects don’t get completed due to shifting priorities and workload. A scheduling strategy (tied to financial imperatives) that all parties can negotiate and agree to is a good solution. Many of the IT issues that arise are directly and immediately addressed by the OIP Helpdesk. Identification of waste and inefficiencies in this work should be a new VSM project based on opportunities a VSM Team can identify for improvement. Also, the impending move of OIP serves to OIT has an unknown but significant impact. This methodology will make visible to all the standardized process that all work follows in its lifetime at OIP regardless of its nature, i.e., new development, enhancement, bug fix, etc.
2 Develop forms control process for workflow Bob M process
developed in team
4/18/2005 educating users to use electronic methodology, standardizing through Dept
75 min/cycle
67
$17,400
3 Implement a web-based IT Project Repository (Tracking System)
Bob M
OIP Staff
end of July
Build database and put tested form into database, build screens to complete recommendations 1 &2
105 min/cycle
93
$24,360
4 Create a project scheduling methodology
Bob M
5 Process or VS Map Helpdesk Activity
Bob M
Sheldon (sponsor)
Needs VSM charter, OIP/OIT impacts in July
6 Develop Project Management Standards (see steps 5-11 of the future state, this is pretty much industry std practice
Bob M
Art Henry?
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RECOMMENDATION
APPRVD
RESP PERSON
Art Henry?
DUE DATE
PERCEIVED BARRIERS
Can OAS cope with this and can they produce the reports useful as specified in the comments?
DATE COMP
EST GAINS
EST DAYS SVD/YR
EST $ ACT. SAVED/ GAINS YR
COMMENTS
7 Develop function codes to track OIP staff work and resources
Bob M
Function coding, i.e., planned maintenance, enhancements, unplanned maintenance, new development, analysis, design, programming, testing, allows more effective project planning, scheduling, and budgeting all IT work. It provides history that can be used to estimate and budget new work. Ex: a programmer’s time per project could be tracked along with all time spent of programming by the OIP. To assist with budgeting, accounting, planning and tracking, codes should be used and tracked by OAS to assist in accounting for fund sources. Inability to separate costs for projects so that they can be managed and understood. Everything is charged to “programming” for example. What hours were spent in new project development, planned and unplanned maintenance, etc? By understanding costs, we can set targets for improvement, more accurately estimate resources needed etc. A tool is needed that allows the agency to better estimate jobs and meet internal targets, allowing the customer to understand how they are spending money. There needs to be a apparent and available representation of all existing project work within OIP. There are off-the-shelf packages which accomplish this but many are also bundled with portfolio management systems. Should allow ability to query.
8 Identify a new process team to use project Bob M codes to track costs and to use as a project budgeting planning tool
This representts new work for OAS, both to collect info and produce reports
9 Evaluate methods necessary to measure Bob M project status and resource management for customer and internal (OIP) use (DASHBOARD) 10 Create an IT/User Clearinghouse group to facilitate the discussion, prioritization and understanding of IT projects Bob M This should wait until more is known about how the Department will be interacting with OIT
11 Cross train IT staff
Bob M
Staff training will move to the purview of OIT in July
Lack of useful information for decision-making about projects is a problem. Right now many individuals negotiate with (and makes demands of) OIP to move their projects along. There is not a clear understanding of who is working on what, for how long, what the work was charged to or what changes may have occurred. This group could negotiate and move projects and inform decisions made at a higher level as to expenditures of funds and deployment of resources or could work as a team to offer direction regarding resource deployment. Every opportunity must be taken to expand the functional capacity and skill levels of the staff in OIP to allow maximum deployment of human resources. A more accurate picture of time spent (or not spent) in training and would be important to understand.
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RECOMMENDATION
APPRVD
RESP PERSON
DUE DATE
PERCEIVED BARRIERS
DATE COMP
EST GAINS
EST DAYS SVD/YR
EST $ ACT. SAVED/ GAINS YR
COMMENTS
12 Develop new methods of Financial Resource Allocation 4/6/2005
Bob M
How can Department funding be most effectively utilized?
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