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Managing Operations In A Slowdown V5

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Information about Managing Operations In A Slowdown V5
Business & Mgmt

Published on February 3, 2009

Author: nasscom-emerge

Source: slideshare.net

Description

The 4th session - Managing Operations in a Slowdown and the speaker for the session is Gautam Brahma is an independent Management Consultant.

The speaker will shared some thoughts on - looking at direct cost reduction approaches and then move on to simple cost optimization approaches which depend on changing the way we work. Gautam also spent some time on managing head-count reduction in a somewhat orderly and fair manner based on agreed data. All examples that were shared were from software engineering and QA.
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Managing Operations in a Slowdown Gautam Brahma January 28, 2009

Agenda Advantages Approach Innovation Cost Reduction Q&A

Advantages

Approach

Innovation

Cost Reduction

Q&A

Advantages Management attention Readiness for change Focus on essentials Reduced input costs: resources, products & services Professional learning

Management attention

Readiness for change

Focus on essentials

Reduced input costs: resources, products & services

Professional learning

Approach Greater effectiveness at lower cost: Innovation Collaboration platform “ We-Think” – Charles Leadbeater Directed ideation “ The New Age of Innovation” – C.K. Prahlad & M.S. Krishnan Service level assurance at lower cost: Cost Reduction “ Driving Down Costs” – Andrew Wileman

Greater effectiveness at lower cost: Innovation

Collaboration platform

“ We-Think” – Charles Leadbeater

Directed ideation

“ The New Age of Innovation” – C.K. Prahlad & M.S. Krishnan

Service level assurance at lower cost: Cost Reduction

“ Driving Down Costs” – Andrew Wileman

Innovation Upstream QA Design review Set Based Design: Prius 10 engines; 4/15 mths ROI 19 / 92% small to large projects Barry Boehm: USC Reports Large projects ( 2K to 512K SLOC; FP 10 to 100000 ) Decreasing share of construction (80% to 20%) Decreasing productivity (13 to 1.7 FP/M) Increasing defects (0.07 to 1.3 errors/FP) Steve McConnell: “Less is More” IEEE Software 1997; Capers Jones: “Applied Software Development” 2 nd Edn. McGraw Hill 1997

Upstream QA

Design review

Set Based Design: Prius 10 engines; 4/15 mths

ROI 19 / 92% small to large projects Barry Boehm: USC Reports

Large projects ( 2K to 512K SLOC; FP 10 to 100000 )

Decreasing share of construction (80% to 20%)

Decreasing productivity (13 to 1.7 FP/M)

Increasing defects (0.07 to 1.3 errors/FP)

Steve McConnell: “Less is More” IEEE Software 1997;

Capers Jones: “Applied Software Development” 2 nd Edn. McGraw Hill 1997

Innovation Upstream QA Collaborative Requirement Management “ Experimental Evaluation of Wiki Technology” Wu, Yang, Koolmanojwong, Boehm USC CSE 2008 Upfront Testing Test Case – Code relationship & Preventive Testing “ Competing on the Basis of Speed” Mary Poppendieck

Upstream QA

Collaborative Requirement Management

“ Experimental Evaluation of Wiki Technology” Wu, Yang, Koolmanojwong, Boehm USC CSE 2008

Upfront Testing

Test Case – Code relationship & Preventive Testing

“ Competing on the Basis of Speed” Mary Poppendieck

Innovation Sampling Across projects BU representation Effort coverage / headcount coverage, revenue potential, ‘strategic’ importance. Within projects Selective milestones, selective modules, “conditional health checks”

Sampling

Across projects

BU representation

Effort coverage / headcount coverage,

revenue potential,

‘strategic’ importance.

Within projects

Selective milestones,

selective modules,

“conditional health checks”

Innovation Workflow redesign New lifecycle models Product Development: Lean Software, Extreme Programming, SCRUM Blended organizational model Attribute-based selection: Team Size: No. of people Personnel: %level 1B/ 2&3 Criticality: Loss due to impact of defects Dynamism: %requirement changes / month Culture: %thriving on chaos (“Observations on Balancing Discipline & Agility” Richard Turner (GWU) & Barry Boehm (USC))

Workflow redesign

New lifecycle models

Product Development: Lean Software, Extreme Programming, SCRUM

Blended organizational model

Attribute-based selection:

Team Size: No. of people

Personnel: %level 1B/ 2&3

Criticality: Loss due to impact of defects

Dynamism: %requirement changes / month

Culture: %thriving on chaos

(“Observations on Balancing Discipline & Agility” Richard Turner (GWU) & Barry Boehm (USC))

Innovation Workflow redesign (Contd.) Tool Deployment Automation: Test automation, Code Analysis (“Technical Debt” management ) Standardization: Estimation, Metrics collection Process Simplification Elimination : Value metrics base Cycletime reduction: Self-certification with random check Project Formality Worksheet: DOD-STD-7935: Score-based selection on documentation deliverables

Workflow redesign (Contd.)

Tool Deployment

Automation: Test automation, Code Analysis (“Technical Debt” management )

Standardization: Estimation, Metrics collection

Process Simplification

Elimination : Value metrics base

Cycletime reduction: Self-certification with random check

Project Formality Worksheet: DOD-STD-7935: Score-based selection on documentation deliverables

Cost Reduction Outsourcing “ True” resource cost determination Renegotiation Reducing rates Reducing period Product-Service transition (h/w & s/w) Resource rationalizations Contracts Separation ( Ref: Capability Grid )

Outsourcing

“ True” resource cost determination

Renegotiation

Reducing rates

Reducing period

Product-Service transition (h/w & s/w)

Resource rationalizations

Contracts

Separation ( Ref: Capability Grid )

Managing Self 30/60 – day planning High milestone density Supervisory reference Self-esteem Business links Learning Self Study Certification (?) Volunteering for assignments (“Ask Annie” Fortune)

30/60 – day planning

High milestone density

Supervisory reference

Self-esteem

Business links

Learning

Self Study

Certification (?)

Volunteering for assignments

(“Ask Annie” Fortune)

Q&A [email_address]

[email_address]

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