asq austin section integrated rolling wave

Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.


KGS2750 Prosperity Ave

Suite 300Fairfax, VA 22031

www.kforcegov.com

ASQ Austin SectionIntegrated Rolling Wave

Jobby [email protected] 13, 2013

Disclaimer of Endorsement: Reference herein to the U.S. Department of Veterans Affairs (VA) does not constitute or imply VA’s endorsement, recommendation, or favoring of KGS or its products and services. The views and opinions of KGS do not state or reflect those of the United States Government, and shall not be used for advertising or product endorsement purposes.


Why is this important to me?Urgent Not Urgent

Important

Not Important

Work Life & Load Balance!!


VA Background The Veterans Affairs (VA) is the second largest

department in the Federal government. Office of Information Technology (OIT) – Enterprise

Operations (EO) is responsible for maintaining five separate major data centers with over 2,400 servers which run a majority of the VA’s applications.

The KGS Lean Six Sigma team working as a subcontractor under the SMS prime contract deployed their unique process improvement methodology to support EO.

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Recommended Approach After observing the EO’s daily operations tempo, we

realized the standard Lean Six Sigma (LSS) project approach of four to six months would not work.

Instead, we recommended KGS’s Integrated Rolling Wave (IRW) approach, which combines: Project Management Institute’s (PMI’s) Rolling Wave Agile’s sprint philosophy – a set period of time

during which specific work has to be completed and made ready for review

LSS Rapid Improvement Events (RIEs)

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Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government. 5

Stakeholder Identification and Analysis Based on experience, we believe that stakeholder

identification and engagement is crucial to change adoption and the scheduling of quick-hit wins. Any stakeholder can be grouped into one of the following categories.


Stakeholder Identification and Analysis

Innovators – These stakeholders require no prodding or encouragement; they generally initiate or embrace change.

Early Adopters – An Early Adopter is considered to be the target audience for each event; others will typically follow where they lead.

Late Majority – These stakeholders generally wait until others have participated in the effort first.

Non-Adopters – Our team communicates with Non-Adopters and engages them with the appropriate level of respect. However, they are not the focus of our energy.


The Value of the IRW Approach

The IRW approach allowed the LSS team to quickly execute Continuous Improvement Programs. The success of these programs increased: Visibility to stakeholders Confidence in the program Adoption of the improvements


BenefitsChallenge: The VA demanded results and our team had to show value quickly. Identifying & working with engaged stakeholders and

executing rapid projects intended to show value; VA stakeholder appreciation and collaboration increased. Our team enabled the VA to establish a new resource capacity planning (RCP) organization within 90 days

Replication Key to Maximization This fast track approach was then elevated to OIT

System Design and Engineering (SDE), which enabled RCP at the SDE enterprise level.


Governance Board The LSS team recommended the creation of a

Governance Board to: Establish stakeholder roles and responsibilities Authorize Continuous Performance Improvement

(CPI) initiatives Oversee project adoption

The Board was charged with approving sprint projects and developing a timeline for implementation. They also decided which projects should be replicated and adopted in other geographical locations.

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Project Selection Approach The LSS team considered three methods to evaluate

projects: Top Down (Leadership Driven) Bottom Up (Ideation) Selective Value Stream Mapping (VSM)

The LSS Master Black Belt recommended a VSM approach to identify efficiency opportunities and used Nominal Group Technique (a combination of brainstorming, affinitization, and prioritization) with VSM as a way to brainstorm ideas for improvement.

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VA Demand VSM

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VA Provisioning VSM

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Turnkey


Opportunity Identification and Prioritization

During the evaluation, the LSS team identified 87 efficiency opportunities and placed them into one of the following four affinity groupings: Knowledge Management Process Management Human Capital Management Information Management

The LSS team developed weighted criteria to prioritize opportunities.

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VA Demand VSA and VSM

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They then stack ranked and scored each opportunity based upon the previously established criteria.

IMPACT OBJECTIVES

Increased

Efficiency

Increased

Accuracy

Increased

Reporting

Removes

Delays in

Process

Overall

Impact

Score

Time Ratin

gCost

Rating

Overall

Score

Doesn’t Impact

Compliance

All Original Items Weight Y/N

# Provisioning Potential Improvements 10 10 7 10

Example Improvement 4 5 0 3 120 2 5 1200 Y


Classifying Opportunities In addition, the team created improvement, scope, and

problem statements for each opportunity. During the next step, the team selected the appropriate

approach: Just Do it (JDI) – Used when the solution was clear Rapid Improvement Event (RIE) – Used for “quick-hit”

wins Standard Project (Two to Three Months) – Used when

more time was necessary to complete the effort As appropriate, some opportunities were scoped together

so they could be addressed at the same time.

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VA Demand VSA and VSM

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Finally, the weighted improvements then were rank ordered for implementation. This resulted in twelve JDIs, 39 RIEs, and three standard projects.

CONSOLIDATED PROBLEM STATEMENT IMPROVEMENT STATEMENT TYPE OF PROJECT AVERAGE PROCESS

OWNER

1 Requirements are defined on different platforms

Create a single document that contains all customer requirements (e.g., housed on UNIX, Wintel, or Database)

Just Do It 5021

4 People are not logging time to the appropriate activities

Ensure personnel enter time correctly for the right activity

RIE 4766

30 Log time to appropriate activity for activity-based metrics

4375

6 Associates can benefit from additional training as roles evolve.

Change Plan for Training – Who needs training? What's the right training? How effective was the training?

Extended Projects

2054


Scheduling the Events The prioritization matrix, resource availability, and the

priority of the client were the biggest drivers for scheduling events.

Next, we considered the stakeholder analysis to ensure Innovators and the Early Majority were engaged during the first events.

Finally, the team selected events that drove improvements to support the RCP.

45-day sprints were used to conduct the RIEs and JDIs.

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Sprint Approach

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RIE ROADMAP

28 May – 1 Jun 4 Jun – 8 Jun 11 Jun – 15 Jun 18 Jun – 22 Jun 25 Jun – 29 Jun 2 Jul – 6 Jul 9 Jul – 13 Jul 16 Jul – 20 Jul

Provisioning Improve Demand Process

Improve Demand Process



Intake Process

Server Provisioning Streamline Project




Define Roles and Responsibilities

Roles and Responsibilities



C&A Process Improvement




Service Catalogue Review/ Communication Process




Improve Capacity Management








JDI ROADMAP

28 May – 1 Jun 4 Jun – 8 Jun 11 Jun – 15 Jun 18 Jun – 22 Jun 25 Jun – 29 Jun 2 Jul – 6 Jul 9 Jul – 13 Jul 16 Jul – 20 Jul

Demand Checklist Create Hardware Specifications Checklist

PM/Customer Communication Plan

Update Business Requirements Form

Standards for build apps, policy, and escalations


Methodology Tools Supplier, Input, Process, Output and Customer Analysis VSM Value Stream Analysis (VSA) Nominal Group Technique Cause and Effect Diagrams (Fishbone) Failure Mode and Effects Analysis (FMEA) Functional Requirements Document Responsible, Accountable, Consult, Informed (RACI)

Chart

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Case Study One - Provisioning Process Problem: Management desired to increase

provisioning delivery times. Goal(s):

Identify tasks to eliminate or streamline Speed up completed handoffs Reduce overall cycle time

Project Scope: Scope focused on looking at the provisioning though change orders Hardware Device Install, Operating System Install, and Database Install.

The next slides show which tools were used.


SIPOC

SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS

Server Vendor Change Order Receive Server from Vendor Release Approval End User

Project Manager Purchased Server Admin Review Configured Server Ready to Use Development Group

Program Manager Cables Program Review

E-Board Policies and Procedures Attach Documents

Senior Management Contracts/SLA with Customer Platform Mgmt Approved

Storage Connectivity

Technical Security Review

Approve Location

Configure Location

Power Preparation

Log Asset Inventory

Warehouse Checkout

Network Cabling

Network/IP/Port Assignments

Storage Connectivity

Install the Server/Update DNS


VSM (Partial)

Duplicate Process Review

Earlier in Contract Process


Value Stream Analysis

Total PT Total ET PT/ET Ratio VA Time VA/ET Ratio NVA Time NVA/ET Ratio N time N/ET

Hardware Provisioning 635 7830 8.11% 405 5.17% 1920 24.52% 5505 70.31%

OS Install 505 7015 7.20% 295 4.21% 1440 20.53% 5280 75.27%

DB Install 310 6270 4.94% 120 1.91% 960 15.31% 5190 82.78%

Total 1450 21115 6.87% 820 3.88% 4320 20.46% 15975 75.66%

PT = Process Time

ET = Elapsed Time

VA = Value added

N = Necessary

NVA = Non-value Added Activity


Affinity Diagram Used to organize qualitative data:

Arrange ideas in logical categories Combine/clarify a large amount of ideas Help create consensus Identify trends and patterns Refine and define ideas

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Affinity Diagram Steps to Complete:

Generate and collect ideas Group ideas into logical

categories Select titles for categories Refine and consolidate the

categories

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Results of Provisioning Event The team used an Affinity Diagram to brainstorm

improvements ideas from the VSM. We grouped ideas together, eliminated duplicates, and

consolidated the same ideas into one improvement action. This resulted in 63 ideas grouped into 29 improvements.

We then prioritized 29 improvements using weighted criteria. The 15 top priorities were selected and action plans created.

This resulted in a 20-percent improvement in cycle time in the provisioning process.


Case Study Two – Available Equipment

Problem: Some servers and IT equipment sit available in the warehouse longer than expected.

Goal(s): Understand and eliminate the causes of aging

equipment Create a list of unallocated and serviceable equipment. Process governance and trigger points for the list

Project Scope: Look at available servers and IT equipment more then six months old. (This did not include software or software licenses.)

The next slides show which tools were used.


Cause and Effect Diagram (Fishbone)

Represents potential causes


FMEA

Potential Failure Modes Impact OCC DET RPN Recommended

ActionsResponsible

Person Target Date

Process and Vendor

Comes Off the Floor and Still Usable 3 3 1 9

Decision Outside of organization to Send Equipment Not Usable – Underpowered 9 1 9 81 2. Take Action

Shipped to Wrong Place – We Receive Equipment that Does Not Belong to Us 3 3 1 9

Damaged in Transit 9 1 1 9

Ordered through Third Party and Doesn't Meet our Specifications 9 1 9 81 2. Take Action

Test Equipment Still Usable 9 9 3 243 1. Take Action

People

Wrong Information Sent to Contracting 3 1 9 27

Contracting Orders It Wrong – Not Sure What Was Needed 3 1 9 27

Customer

No Longer Funded (Cut Back) 9 3 9 243 1. Take Action

No Longer Needed 3 1 3 9

Cancelled due to Wanting Newer Technology 3 1 9 27


Results of Available Equipment The team used FMEA to develop action plans for the

highest Risk Priority Number (RPN). We prioritized 27 opportunities using Impact,

Occurrence, and Detection scores of 1, 3 or 9. The top eleven priorities were selected and action

plans were created. This effort resulted in an estimated savings of $500K in

reused equipment.

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Case Study Three – RCP Problem: The process to distribute resource capacity

information is manual. Goal(s):

Customer wanted to decrease time to gather data. Improve visibility and access of capacity information

for current and planned (demand) work. Provide total cost of ownership of their portfolio.

Project Scope: Labor, Property, Materials, and Expenses The next slides show which tools were used.


Recognizing and Driving the Need It is important to guide a client to an understanding of

the need for change management, rather than dictate the solution to them.

After discovery conversations, the LSS team recognized a need for Project Portfolio Management (PPM) and RCP. PPM provides total visibility into investments and RCP provides total cost of ownership.

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Project Portfolio Management The PPM approach integrates all focus areas and

provides insight into how EO will service customers and manage the cost of all EO investments.

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Resource Capacity Management

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The four focus areas have inter-dependencies with one another; when used together, they provide EO actionable, relevant, and accurate information on investments.


Functional Requirements Document# CATEGORIES # SUB-CATEGORIES MEASURABLE OBJECTIVES EXISTING TOOL

FUNCTIONALITY COMMENTS

1 Storage

1.1 SAN# of Ports

Switch capacity; VLAN

1.2 Disk

Disk Capacity (Gigabyte in mirrored paired)

Fiber Channel IO

Front and Back End IO

1.2.1 Thin Provisioning Device Pool Capacity (gigabyte in mirrored paired)

1.3 Internal Stand-alone Server Capacity Server Disk Capacity (gigabyte in mirrored paired)

1.4 External Stand-alone Server Capacity Server Disk Capacity (gigabyte in mirrored paired)

2 Facilities

2.1 Power Kilowatts

2.2 Space Sq. Ft

2.3 Cooling BTU

2.4 Cables Linear ft.

3 Networking

3.1 Ports Assignment

# of Ports

Switch Capacity

TCP/IP IO

3.2 IP Assignment

3.3 Circuit Utilization

3.4 Routers

3.5 Backup Network

4Virtual Machine Farms

4.1 VM Ware

Memory (by Gigabyte)

# of CPU

Fiber Channel IO

TCP/IP IO

Internal VM Storage (by Gigabyte)


RACI ChartProcess

ID Process BR ID # Business Rule RACI -

RCPRACI - PgM

RACI - Sol Arch

RACI - Cont Mgr

RACI - Res Mgr

1Automation with system analysts - data gathers, develop reports, and manage RCP applications

1.1Improve existing capability by using different tools to develop demand database, and labor data. Defining the requirements on these systems.

A C C C R

2Forecast and communicate future needs for each resource category (i.e. people & things)

2.1

Improve trending reports of current and future demand in the forecasting report monthly by labor category, by service, by customer and by product created automatically through existing tool. Also review data on demand as needed.

A R I I C

2Need to know fixed allocation/ variable allocation/ committed/non-committed

2.1.1 Enables 2.1. Action to incorporate functionality into existing tool. A R I I C

2

Must have access to forecasted annual plan of resource requirements by consumption rule to compete the labor portion of the annual business plan.

2.1.2 Decrease time to create labor work load estimate and distribution portion A R C I C

3Need to know how many and type of resources required for each service

3.1 The team will update the organizational chart every month based on changes. A I I I R

4 Isolate release/consumption rates of resources 4.1 Decrease time to develop monthly report to analyze the

burn rate for current work for under burn or over burn. A C I R

5Need to have authority to recommend assign/reassign resources by pool

5.1

Upon identification of a labor resource gap or excess, the RCP will coordinate the RCP, Resource Manager, and Program Manager to reach a consensus on how to address the gap or excess.

A R I R


Results of RCP The team used functional requirements and RACI chart

to determine the requirements for the RCP. We submitted an RCP pilot approach to EO

management in two phases. Phase One – Demand labor capacity planning Phase Two for materials and properties and

technology improvements The successful pilot resulted in the implementation of

a permanent capability, which saved overtime for the resource managers who performed these functions.

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Summary These three case studies are only a glimpse of the

activity we supported over a nine-month period. The team later pivoted to doing more the actions items

and fewer events to add value and produce deliverables. Over time, EO management approached the LSS team

with additional requests for events and help with other projects. One example was to help with data center consolidation projects with more than 300 dispersed data centers and 20,000 servers. The success of the initial events showed that the KGS IRW approach provided value to their organization.


Inter-relationships of Activities

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Conclusion At the beginning of this project, the LSS team

recognized the need for PPM and RCP. All other events fed into the RCP group, which had the biggest impact on the organization.

These initial efforts have led to additional success, as we continue work with EO and other organizations within VA OIT.

I will be available after this presentation if you have additional questions.



KGS2750 Prosperity Ave

Suite 300Fairfax, VA 22031

www.kforcegov.com

QUESTIONS

Jobby JohnsonFebruary 13, 2013

Disclaimer of Endorsement: Reference herein to the U.S. Department of Veterans Affairs (VA) does not constitute or imply VA’s endorsement, recommendation, or favoring of KGS or its products and services. The views and opinions of KGS do not state or reflect those of the United States Government, and shall not be used for advertising or product endorsement purposes.

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