brq framework 5-8-13 final (1)

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Business Release Quality (BRQ)BRQ Office Operationalization FrameworkMay 8, 2013

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Business Imperatives

Improve Business Release Quality (BRQ) and meet BlueChip and SDO commitments.

Create forum for continuous quality improvement to eliminate critical failures experienced in functional deployments.

Reduce release defects and support costs.

Enhance HCSC competitive positioning.

Ensure the portfolio delivers strong strategic alignment and business value.


BRQ Office – Why are we here?

BRQ Office Purpose

Ensure transparency, adherence to standards, on-time delivery and quality for members, providers and partners.

BRQ Office Guiding Principles

Focus, Accountability, Engagement, Customers

BRQ Office Vision Enable HCSC to exceed BlueChip commitments and Business Release Quality (BRQ) targets by providing the leadership, partnerships and resources for success.

BRQ Office Mission

• Operationalize portfolio and release management processes across SDO Tech targeting on time delivery, within scope and approved budget.

• Enable process discipline through collaboration across key stakeholders.

BRQ Office Operating Goals

Establish a singularly articulated and commonly referred to framework across BlueChip to:• Manage the “Request-to-Release” project cycle.• Establish and enforce a collaborative governance framework across the

entire project lifecycle for all Tier 1-4 projects impacting the BlueChip ecosystem.


BRQ Office – Why are we here? (Updated 04.24.13)

BRQ Office Purpose

Ensure transparency, adherence to standards, on-time delivery and quality for members, providers and partners.

BRQ Office Guiding Principles

Focus, Accountability, Engagement, Customers

BRQ Office Vision Improve the Business Release Quality (BRQ) targets by providing the leadership, partnerships and resources for success.

BRQ Office Mission

• Operationalize portfolio and release management processes across SDO Tech targeting on time delivery, within scope and approved budget.

• Enable process discipline through collaboration across key stakeholders.

BRQ Office Operating Goals

Establish a singularly articulated and commonly referred to framework across BlueChip to:• Manage and provide oversight of SDO Tech engagement across the

“Request-to-Release” project cycle.• Establish and enforce a collaborative governance framework across the

entire project lifecycle for all Tier 1 – 4 projects impacting BlueChip ecosystem.


Problem Summary

Processes exist but aren’t universally understood and applied.

Release processes and reporting are redundant across teams.

Roles and responsibilities are not clearly defined – ownership of each step of the Request-to-Release process is unclear.

Processes and tools are inconsistent across SDO, ITG and PMO/PPM - which impedes collaboration.

Governance structure is unclear and often circumvented.

Controls and accountabilities don’t ensure process compliance and enforcement.

No traceability/audit trail between release components and business requirements/capabilities.


Understanding the Capability

Request-to-Release Cycle

Portfolio Requirements

Design / Build Test Business

Readiness Implement

ITG Team Members

SDO Team Members

The success of the Request-to-Release cycle is dependent upon collaboration across many

teams within ITG and SDO.



Implement a collaboratively managed Request-to-Release process.

• ITG and SDO jointly own the management and outcome of the process. However, primacy of ownership shifts between ITG and SDO throughout.

• The BRQ Office directly owns the beginning and end of the process.

Portfolio Requirements Design / Build

Business ReadinessTest Implement

BRQ Office Team MembersITG Team Members


Implement a common portfolio management process across for projects impacting the SDO/BlueChip “ecosystem”.

Implement a resource estimation methodology and tools to more precisely assess staffing needs and balance demand with supply.

Enforce project management disciplines from Request-to-Release. Establish the BRQ Release Manager as the single-point of contact to

control and monitor business aspects of the release, on behalf of SDO. Build partnerships and collaboration among key stakeholders in the

Request-to-Release cycle. Clearly define roles and responsibilities for all stakeholders. Establish a clear governance / decision-making structure with a

common change control process.

The BRQ Office will operationalize the Request-to-Release process.


Introducing the BRQ Office Team

• Portfolio Team - Manages the inputs and prioritization of project requests coming into the release cycle and ensures requirements are signed off.

• Release Planning and Management - Plans and manages the business aspects of the releases; works closely with BA, QA and ITG.

• Business Readiness – Delivers release related communication requirements and training.

• PIT - Supports production and defect management.


Portfolio Requirements Design / Build Test Business Readiness

Implement

ITG Team Members

SDO Team MembersJack

PortfolioEric

Release Planning & Mgt.Ramona

OCMNikiPIT


Portfolio Management – In Context

Performance Dashboards

PM Processes & Controls

Measurement & Reporting

Guidance & Priorities

Strategy Capabilities ExecutionLeadership

Initiate, Plan, Execute, Monitor & Control, Close

Project Management Execution

PMO & ITG

TestDesign/Build DeployRequirements

Software Development Lifecycle

Portfolio FunnelIdentificationCategorizationEvaluationSelectionPrioritizationBalancingAuthorization


Portfolio Management Sequence – “ICESPBA”

Identification: Create an up-to-date list of new and in-progress components (initiatives) classified by work type (program, project, non-project)

Categorization: Group components into relevant business groups which are based on the strategic plan

Evaluation: Evaluate individual components, using scoring models with weighted criteria, so they can be compared through the selection process

Selection: Compare evaluated components and recommend a short list for prioritization

Prioritization: Rank selected components within each strategic, business or funding category

Portfolio Balancing: Develop the portfolio mix based on priority, risk, portfolio performance and capacity: add new components and identify existing components to be suspended or terminated

Authorization: Formally communicate and allocate funds and resources to execute balancing decision

Portfolio Review and Reporting: Regular review of portfolio execution and determining whether to continue, reprioritize or terminate components

Strategic Change: Review impacts to portfolio in the event of a change in strategy


Portfolio Management – In Context

Strategic Change

AuthorizationBalance

PrioritizationSelection

EvaluationCategorization

Identification

Initiate Plan Execute Close

Monitor & ControlReview & Report

Project & Program ManagementPortfolio Management

Pre-Project (Planning) Project (Execution)

Portfolio Governance


Objectives Manage the evaluation, prioritization and inventory of demand impacting the BlueChip systems and

business process ecosystem. Provide a transparent and strategically aligned portfolio of scheduled demand to SDO and enterprise

customers and partners. Represent SDO in the evaluation and feasibility assessment of new ideas and opportunities through

the funding and approval process.

Method Own the BlueChip demand portfolio and BlueChip release scope definitions. Govern and coordinate the evaluation and assessment of new ideas and opportunities impacting

Blue Chip from a business perspective (i.e., Business Impact Assessment process). Govern and coordinate the requirements management process.

Structure• Centralized team within the Business Release Quality (BRQ) Office

Partner closely with BlueChip Production Implementation Team (PIT), BRQ Audit and BRQ Release Management Team.

Share Release Scope/Contents and Change Control processes with BCAG Release Management.• Matrix organization with governance and process ownership

Provide standards, tools and processes for Business Analyst teams across SDO Tech. Coordinate with SDO Tech Business Analysts and other Portfolio teams for consistent requirements and

portfolio management operations.

BlueChip Portfolio Management


Establish one portfolio management process for the BlueChip “ecosystem”.

• Participate in the PPM evaluation Process and Gate Reviews (Tier 1-3)

• Review all PPM Funding Request Document (Tier 1-3)

• Review SSO Tier 4 Opportunity Document

• Assess impact of requests on SDO systems and business processeso Localo Nationalo Shared Serviceso Bus Councils/FSU

• Categorize for Evaluationo Tiero Programo Systems Impactedo Bus Capabilityo Defect Fix vs. New

• Assess Business Benefit and Impactso Quantifiableo Non-quantifiable

• Apply a scoring model with weighting criteria to facilitate comparison

• Assess ROM Size & Costo Resource required

• Assess/Consider Timingo Customer Requesto Release Schedule

Impact• Select candidate “short list”

for prioritization• Set preliminary release

target• Ensure Clarity is updated

• Review candidates with stakeholder body to be held responsible for prioritization.o SDO reps from Local,

National and Shared Services

o Business Council repso BET (Tier 1-4 projects)

• Force-rank selected candidates for prioritization

• Agree on priority projects and provide requirements gate funding

• Assign BA and ITG Lead resources and begin business requirements

• Re-assess release schedule impact

• Complete business requirements

• Conduct requirements reviews and obtain sign-offs

• Determine Estimates to Complete (ETC) and assess business and ITG resource capacity

• Assign resources at named staff level

• Schedule project for release• Establish release baseline

contents with ITG• Ensure Planning and Kick-

Off meetings are held

IdentifyCategorize

EvaluateSelect

PrioritizeBalance

Authorize

Assumes Tier 1-3 Projects are already evaluated, selected and prioritized.


BRQ Portfolio Management Process

Req

uest

or /

Cus

tom

erB

RQ

Por

tfolio

ITG

& Q

AP

PM

& B

ET

SD

O T

ech

BA

Approve Impact to Claims?

Yes

Demand Triage:Assess, Assign,

Review & ValidateImpacts to Claims

Processing

YesStage 1 or Tier 4

Approved?

No

UG

Portfolio Prioritization &

Release Planning

Preliminary Release Scope

Approved Release Scope incorporates input from SDO Tech, Customers and ITG leadership. Parties agree that scope can be completed for a given release.

Provide Release Candidates to BA,

ITG, QA and Customer

Approved Release Scope

Opportunity Document or

Funding Request

Baseline Release Scope

& Hand-Over to Release

Management

BC Business Release User Group(Includes Enterprise Councils)

SC

UG

BC Business Release Steering Committee

UG SC

Requirements Walk-Throughs with QA, ITG,

Delivery Partners and Customers

EP

MO

Document Blue Chip System Functional

Requirements

Refine or Add Business Impacts

(if necessary) Requirements Review

UG SC

Tier 1-3

Tier 1-3

Define prioritized preliminary release scopes & impacts taking into consideration the following:-New Requests-Existing Requests & Carry-over-Production Defects-Maintenance Items-Mandates / New Business-Other Council Projects

Assign Business Analyst(s) &

Refine Business Impacts

No

UG

Document Stakeholder Needs and Customer

Requirements

Stage 2 Approved?

UG

No

Tier 1-3StagedFunding

AssessmentOptions

Yes

Schedule&

ReleaseNeeds

Approved Projects

UG

Provide Project

Schedule and Release Needs

Provide Approved Customer

Requirements

Identify New or Refined Impacts or

Adjustments to Schedule

Estimate High-Level Costs and Impacts

Assess Preliminary

Scope & Engage

Reviewers

Re-Estimate Detailed Costs & Assign

Resources

Tier 1-3

Assess Preliminary

Scope & Provide

Feedback

Estimate High-Level Costs and

Business Impacts Tier 4

Tier 4

UG

RefinedBusinessImpacts

Blue Chip Portfolio ManagementDetailed Standard Operating Procedure

15

Triage Demand

Prioritize

Plan Release


Blue Chip Portfolio ManagementDetailed Standard Operating Procedure Cont.

16

1.0 Receive opportunity

document from Requestor

1.1 Save to personal drive and

add to submitter

metrics log

1.2 Review for completeness

and priority

1.3 Work with Requestor to understand

request and get all necessary

data

Does the idea have business

merit?

Should the idea move forward?

1.4 Entry into Clarity move Op

Doc to Repository

Yes Yes

No, reject and notify requestor

2.3 Score projects and share with

Management

2.1 Update submitter metric log

2.2 Update Blue Chip Master

Portfolio 2.4 Share Projects

with Enterprise Service Stewards

Scores Approved Scores Approved 2.5 Assign Target Release Dates Yes

No, refine score data with requestor

Yes

No, cancel or move to list B and notify requestor

3.1 Create Preliminary

Release Scope3.2 Give to

Scope Coordinator

3.3 SME at release planning

meetings

3.4 Verify accuracy of release plan

3.5 Notify Requestor and Other Councils when project is

scheduled

3.6 Update submitter metric log

3.7 Monitor Clarity data accuracy

2.6 Notify Requestor

·Po

rtfol

io M

anag

emen

t –

Rele

ase

Plan

ning

·Po

rtfol

io M

anag

emen

t – P

riotiz

atio

n·

Portf

olio

Man

agem

ent -

De

man

d Tri

age


Blue Chip Portfolio & Release PlanningKey Deliverables

17

•Completed Opportunity Documents or Funding Requests required

•Opportunities will be scored according to value to help determine priority

•Projects evaluated prior to approval and entry into Portfolio

Portfolio

•Based on value, mix and timing, candidates are identified for further work through requirements

•Additional candidates can be identified after milestone, but same vetting must occur

Preliminary Scope •Once requirements are

completed, approved and accepted, a project can be enter the baseline release

•Adds or withdrawals from an existing baseline release scope must happen via release change control

Baseline Scope

There are three key deliverables to be aware of within Portfolio Management and its intersection with Release Planning:

1. Portfolio2. Preliminary Scope3. Baseline Scope


Summary of Actions Required to Operationalize Portfolio Management Implement a single portfolio process for all BlueChip-impacting project requests. Rigorously enforce entry criteria. Define/address the staffing needs and implement the Portfolio Management

Team. Clearly define roles and responsibilities of all process participants jointly with

BCAG-ITG. Implement a methodology to align project candidates to business architecture

and strategy. Implement a common, objective scoring model that can be applied to force-rank

all project candidates. Implement a Portfolio Business Council with cross-organizational representation

that’s empowered to prioritize Tier 4 project candidates. Implement methodology and tools to:

Better estimate project resource requirements. Assign staff based on availability and skills. Manage actual resource consumption and estimates-to-complete.


Portfolio Organization and Staffing Recommendation

Portfolio Manager

Strategic Alignment

Portfolio Architect 1

Operational Maintenance

Portfolio Architect 2

Portfolio Architect 3 Data & Rptg. Analyst

Requirements Management

Resource Coordinator

Portfolio Coordinator

Portfolio Architect(s)Manages inputs to the process and assesses and evaluates requests. Ensures projects align to strategic objectives and business architecture plan.

Requirements Analyst(s)Manages requests thru the business requirements process. Ensures SOP compliance and tool support (QC).

Resource CoordinatorWorks with ITG and SDO to estimate and assign resources to approved projects based on availability of specific staff with required skills.

Data & Reporting AnalystImplements portfolio reporting tools and dashboards. Ensures data inputs and data integrity.

Portfolio CoordinatorCoordinates and gathers the inputs and updates to the portfolio across Portfolio Strategy, Resource, Data, Requirements and Release Mgmt.

(BA 18)(BA 17)(BA 15-16)

Req Analyst 1

Req Analyst 2(BA 16-17)

(BA 16-17)

Ops Lead(Sr. Sup. - Unit Mgr.)

(Mgr. – Sr. Mgr.)

Portfolio Operations LeadOversees the day-to-day maintenance of the portfolio and requirements management.

Portfolio ManagerManages and is accountable for the strategic alignment and operational maintenance of the BlueChip Portfolio.


Launch Two Recurring Portfolio Meetings

Portfolio Business Council – Operating level• Business Owners are the primary attendees• Review evaluated and “scored” Tier 4 project requests• Gain awareness of Tier 1-3 projects and impacts • Force-rank and prioritize Tier 4 projects• Agree on and approve additions to the portfolio• Review status of “Authorized” projects

Portfolio Review Meeting – Executive level• Senior SDO and ITG Leaders are the primary attendees• Inform on portfolio status• Inform on new approved additions• Inform on category alignment and release schedule• Validate against business strategy• Inform on issues and risks• Seek direction and resolution as required - “Court of Last Resort”


Implement a resource management process to balance demand with supply. Perform resource assignment and capacity planning before a project is

committed to and begun. For both ITG and Business resources Partner with ITG and business resource owners Leverage existing Clarity tool to estimate, assign and manage resource

needs at the named resource and skill level Project should not be recognized beyond the “Idea/Opportunity” stage

until staffed at the level appropriate per it’s status in the portfolio funnel. Manage Forecast-to-Actual, with periodic assessment to ensure

against over-allocation of staff. Utilize Clarity. Collaborate across Bus Ops., SDO Tech and ITG teams to ensure

realistic and transparent allocation of resources to each project.

Key Objective – Continuously manage and reconcile demand against supply at the project level


Release Planning and Management

Responsibility for release management to be shared between ITG and BRQ.

ITG Team Members

BRQ Office Team Members

The ITG team oversees the technical aspects of the release while the BRQ team oversees the business aspects of the release.

Business Aspects of the Release: Business capabilities, scope and change control, business communication of release milestones and project status, SDM adherence re: requirements and test, business risk and implications of testing, defect impact and workarounds, overall impact of projects on business deployment plan.

Technical Aspects of the Release: SDM adherence, coordination of design, build and test, environment management, code moves, migration to production, impact of SDM status on release schedule, scope and change control, communication of release milestones and project status across ITG organization.




Release Management Involves Planning and Execution of all Releases.

Release Planning Routinely review Portfolio to ensure new projects are aligned to a release. Coordinate with ITG to ensure technical environments/paths are available. Finalize/adjust projects to reach baseline release dates and milestones. Partner with ITG to produce and update the Release Planning document.

Release Management Ensure projects are aligned to releases and managed throughout all phases. Provide release milestones to project managers and stakeholders. Engage project leads to report weekly status, milestones progress and health. Identify, track and mitigate all risks and issues associated with the release. Ensure communication across all releases and audiences is consistent and effective. Provide various reports and metrics across most major phases of a release.


The BRQ Release Coordinators will manage the business aspects of the release.

• Engage with Portfolio Manager to address independent project and release scope along with change requests.

• Manage, understand and effectively communicate plans, risks, resource needs and interdependencies.

• Proactively manage/monitor/control sign-offs and checkpoints. • Own/attend release status and governance meetings.• Ensure required documentation is complete, catalogued and available.• Facilitate Communications (upward/downward/sideways) and escalate.• Serve as focal point for release information and process, including

status, dashboards, risk mitigation and process improvement.• Ensure all artifacts and documents required to demonstrate release

quality and reliability are properly completed and stored.

The BRQ Release Coordinator, working jointly with the ITG Release Coordinator, ensures overall release quality and reliability.


Release Coordinators (ITG and SDO) will act as single points of contact for their respective areas.

BRQ Release Coordinator

ITG Release Coordinator

PIT Team

PMs and IT Leads

Business Owners and Leads

Portfolio Team


Enterprise Release Mgt.

Enterprise Change Mgt.

IT Developers

ITG Support Teams

Environment Team


BAs

QAs

BRQ Process Partners

Communications/OCM

• Serves as single-point of contact for business aspects of releases.

• Coordinates and monitors release activities with business impact.

• Escalates issues and risks and drives resolution.

• Serves as single-point of contact for technical aspects of releases.

• Coordinates and monitors release activities with technical impact.



SDO Release Management will focus on all Project Execution activities.

Accountable Portfolio Manager

BA SME (Liaison)

IT Lead QA SME (Liaison)

OCM Release Managers

Responsible

• Portfolio Mgr.• Business Owner• BA• Portfolio Analyst• IT Sponsor

• SDO Tech Domain Mgr.

• BA• Business Lead• IT Lead• PM

• IT Lead• ITG Project Team• PM• Developer

• QA Test Mgr.• QA/Test Lead• BA• Bus. Lead• Defect Mgr.• PM / IT Lead• Developer

• OCM• PIT• BA• Defect Mgr.

• BA• Business Lead• Defect Mgr.• IT Leads• BRQ Rel.

Coordinator• ITG Rel.

Coordinator• PIT

Consult• Resource

Analysts• IT Lead• ITG Group

• Business Owner• QA/Test Lead(s)

• Business Lead• BA• Test Leads

• Business Owner• IT Lead

• Business Lead • Business Owner• ITG Stakeholders

Inform

• Business Owner• BRQ Rel. Mgr.• ITG Rel. Mgr.• BRQ Rel.

Coordinator• ITG Release

Coordinator• OCM• ITG Stakeholders

• Business Owner• ITG Sponsor• Portfolio Mgr.• BRQ Rel. Mgr.• ITG Rel. Mgr.• BRQ Rel.









• Business Owner• IT Sponsor• PM• BRQ Rel. Mgr.• ITG Rel. Mgr.• BRQ Rel.



• Business Owner• ITG Sponsor• Portfolio Mgr.• OCM


Business Readiness

Test Implement

------------Project Execution------------


Partnering with SDO BA and QA Teams to drive release quality.


ITG Team Members

BRQ Office Team Members



BA SMEs QA SMEs

The BRQ Office will ensure adherence to process and standards through a matrixed partnership with BA and QA teams.


Who Are the BA and QA SMEs?

Who are the SMEs? Understand the business process model Support the lines of business

How will they interface with the BRQ Office? SMEs will continue to reside in their respective areas. SMEs will be matrixed to the BRQ Office to ensure key activities

are supported at a detailed level. • Support BA activities from Portfolio to Implementation. • Support SDO owned test activities.


BA SMEs will:• Provide oversight of the requirements

process - across the release. • Ensure quality and completeness of

project requirements.• Develop standards and provide input

into BA capability improvements.

Portfolio• Business Impact Assessment• Bus Arch Strategy - partner to review

training outline for the supported business process.

Project Execution• Partner with business owner and

project to define requirements and future state.

• Requirement Walk through - support review with the project Team.

• Test Case Review- Participate and ensure traceability to business requirements.

BA / QA SMEs – What will they do?

QA SMEs will:• Provide oversight of the SDO owned

testing process - across the release. • Ensure quality and completeness of

test plans and scripts.• Ensure test plans are executed and

defects resolved.• Develop standards and provide input

into QA capability improvements.

Portfolio• Understand and anticipate projects

coming through Portfolio and plan for staffing.

Project Execution• Develop a release-level test strategy to

address redundancies in project-level test plans.

• Provide defect management oversight through engagement with Defect Board.


Ensure that everyone knows what they are supposed to do and hold them accountable.

Define roles and responsibilities at each step of the process.

Formalize hand-offs with go/no-go checkpoints.• Clear understanding of who should be involved and when • Clearly articulated criteria for hand-off and documentation• Sign-off process and tools to ensure auditability

Establish “Rules of Engagement” - Identify and formalize cross-organizational interactions/communications to further collaboration.

View roles and responsibilities in terms of capabilities rather than the organization chart, i.e., don’t let the org chart get in the way.

Address skill gaps proactively rather than implementing workarounds to circumvent deficiencies – BAs, QAs, ITG, Release Coordinators etc.


The Request-to-Release Process is jointly owned and collaboratively managed.

Accountable Portfolio Manager

BA SME (Liaison)

IT Lead QA SME (Liaison)


Responsible


• SDO Tech Domain Mgr.



• QA Test Mgr.• QA/Test Lead• BA• Bus. Lead• Defect Mgr.• PM / IT Lead• Developer


• BA• Business Lead• Defect Mgr.• IT Leads• BRQ Rel.


Coordinator• PIT

Consult• Resource






Inform

• Business Owner• BRQ Rel. Mgr.• ITG Rel. Mgr.• BRQ Rel.












• Business Owner• IT Sponsor• PM• BRQ Rel. Mgr.• ITG Rel. Mgr.• BRQ Rel.





Business Readiness

Test Implement

---------------- Project Execution ----------------


The Request-to-Release process must be jointly owned and collaboratively managed.

Accountable Portfolio Manager BA SMEsBRQ

IT Lead QA SMEsBRQ


Responsible




• QA/Test Lead• BA• Bus. Lead• Defect Mgr.• PM / IT Lead• Developer


• BA• Business Lead• Defect Mgr.• IT Leads• SDO Rel.


Coordinator• PIT

Consult• Resource






Inform

• Business Owner• SDO Rel. Mgr.• ITG Rel. Mgr.• SDO Rel.



• Business Owner• ITG Sponsor• Portfolio Mgr.• SDO Rel. Mgr.• ITG Rel. Mgr.• SDO Rel.









• Business Owner• IT Sponsor• PM• SDO Rel. Mgr.• ITG Rel. Mgr.• SDO Rel.





Business Readiness

Test Implement

----------- Project Execution -----------ITG/SDO Evaluate P2 Model post 06.01.13

* While depicted sequentially, once projects are initiated key stakeholder activities are supported in parallel


Roles and Responsibilities

Role Responsible For Works With Deliverables Org Alignment

Business Sponsor

• Executive-level business leader who provides the strategy and objectives supporting the capabilities requested.

• Highest level advocate for the project within HCSC.

PPMPortfolio ManagerBusiness Owner

• Alignment to business strategy and imperatives

• Priorities of the Senior Leadership Team

• Funding• Sits on Business Councils

Business OpsFSU’sITOC

Business Owner

• Represents the Business Sponsor’s organization.

• Initiates or assumes responsibility for the project.

• Supports addition to the portfolio evaluation process.

PPMPortfolio ManagerBusiness LeadITG Sponsor

• Business case and high level business requirements.

• Project initiation and closure.


ITG Sponsor • Director-level person in ITG who has ultimate responsibility for technical project delivery.

• Owns delivery from ROM assessment thru Release.

Business SponsorBusiness OwnerPortfolio Manager PPMIT LeadTest Lead

• Solution design, application build, unit and system test , non-functional requirements implementation

• Project initiation and closure.• Project delivery

ITG

Business Lead • Represents the initiating organization. • Owns project execution from the

Business Operations perspective from ”Request-to-Release”.

Portfolio ManagerBAPM/PCAIT LeadTest LeadsBRQ Rel. CoordinatorBA SME

• Business case and high-level business requirements.

• Sign-off on detailed requirements and UAT.





Portfolio Manager

• Manages projects thru evaluation, prioritization, requirements and release baseline.

• Monitors status from “Request-to-Release” to understand portfolio impact.

Business OwnerPPMBAPM/PCAIT LeadTest LeadsBRQ Release ManagerBA and QA SME’s

• Project Portfolio “One List”• Portfolio status reports to

Mgmt.• Baseline Release• Portfolio Review Meetings

BRQ

Project Manager (PM) Tier 1-3

ITG Lead for Tier 4

• Develops resource and project plans for Projects.

• Monitors and reports status of project-level execution from authorization to inclusion in Release

• Escalates Issues and Risks for resolution.

Everybody • Project and Resource Plans• Project Status Reports and

Meetings• Issues and Risks for

escalation.

EPMOITG

Business Analyst (BA)

• Creates and secures sign-off of detailed business requirements

• Assists in developing test plans and scripts

• Identifies operational impacts• Supports business deployment• Contributes to defect resolution

Portfolio ManagerBusiness LeadIT LeadTest LeadsBRQ Release Manager BA and QA SMEsOCMPIT

• Detailed business requirements at level required for solution design

• Requirements traceability to final release.

• Revised business processes

SDO

IT Lead • Evaluates and approves detailed business reqt’s on behalf of ITG.

• Executes or oversees execution of design, build and unit test and performance test.

• Executes ITG owned SIT

BATest LeadsPortfolio ManagerPMBRQ Release CoordinatorITG Release Coordinator

• Solution design alternatives and recommendations

• Unit Tested application that is SIT/UAT-ready

• Completed performance test and ITG-owned SIT

ITG




IT Test Lead *New Role*

• Ensures completion of SIT and Performance Test

SDO Test LeadBAIT LeadPMBRQ Release Coordinator

• Completed test plan, execution and sign-off.

• Documented defects and resolution

ITG

SDO Test Lead (QA)

• Ensures completion of:o System Integration Testo Functional Testo Regression Testo UAT

BABusiness LeadIT LeadPMBRQ Release CoordinatorBA and QA SMEsITG Rel. Coordinator IT Test Lead (?)

• Completed test plan• Execution and sign-off• Documented defects and

disposition and resolution

SDO

BRQ Release Manager

• Ensures integrity and execution of all releases.

• Communicates business related impacts on status and strategy to business operations

• Jointly manages Change Control and co-chairs CCB with ITG

Portfolio ManagerITG SponsorBusiness OwnerITG Release ManagerSDO Leadership

• Authorize changes to release content and schedule

• Coordinate release additions/changes with Portfolio team

• Escalate issues to PSR

BRQ

ITG Release Manager

• Ensures integrity and execution of all releases.

• Communicates technical/SDM status/strategy to all stakeholders

• Jointly manages Change Control and co-chairs CCB with BRQ

Portfolio ManagerITG SponsorBusiness OwnerBRQ Release ManagerITG Leadership

• Authorize changes to release content and schedule

• Coordinate release additions/changes with Portfolio team

• Escalate issues to PSR

ITG





• Serves as single-point of contact for business aspects of releases

• Coordinates and monitors release activities with business impact


ITG Release CoordinatorsPortfolio TeamRelease ManagersSDO Test LeadBAPM / IT LeadPITOCMBusiness LeadBA and QA SMEs

• Release Dashboard (PSR)• Release Schedule - ?• Milestone sign off and

tracking audit trail• Regular Release Meetings –

Planning, Management

BRQ


• Serves as single-point of contact for technical aspects of releases

• Coordinates and monitors release activities with technical impact


Enterprise Release MgtPMs and IT LeadsBRQ Release CoordinatorEnterprise Change Mgt.IT DevelopersITG Support TeamsPortfolio TeamEnvironment TeamBusiness LeadsPIT TeamBA and QA SME’s

• Release Dashboard and metrics

• Release Schedule• Milestone sign off and

tracking audit trail• Regular Release Meetings –

Planning, Management• Release implementation plan

ITG

Production Impact Team (PIT) Manager

• Ensures capabilities delivered are deployed and adopted by Business Operation

• Identifies defects in production and performs impact analysis

• Ensures defects are addressed via workarounds or fixes

• Contributes to implementation planning

BRQ Release CoordinatorITG Release CoordinatorDefect ManagerPortfolio ManagerBusiness LeadOCMITG Production Support

• Business Processes• Workarounds• Prioritized Fixes

BRQ




BA SME (Liaison)

*New Role*

• Provide oversight of the requirements process - across the release. Review requirements across projects and applications to ensure that gaps, overlaps and conflicts are addressed.

• Ensure quality and completeness of project requirements.

• Provide input into BA capability improvements via training/education.

BAsBusiness LeadIT LeadsPMBRQ Release CoordinatorITG Release CoordinatorPortfolio Manager

• Governance and structure over requirements development and documentation

• Release-level view of requirements to assess cross-project impacts

BRQ

QA SME (Liaison)

*New Role*

• Provide oversight of the SDO owned testing process – across the release.

• Develop a release-level test strategy to eliminate redundancies in project-level test plans.

• Ensure quality and completeness of test plans and scripts.

• Ensure test plans are executed and defects resolved or addressed with the business.

• Provide input into QA capability improvements via training/education.

QA Test LeadBusiness LeadDefect ManagerIT LeadPMBRQ Release CoordinatorITG Release Coordinator

• Governance and structure over test plans and execution

• Release-level view of test strategy to assess cross-project impacts

BRQ




Defect Manager*New Role*

• Review and prioritize defects escalated from Defect Action Boards (DABS).

• Determine next steps and estimated delivery.

• Confirm Defect vs. Change Request.

BAsPITIT LeadsDABSBRQ Release ManagerITG Release ManagerBRQ Release CoordinatorITG Release CoordinatorBA and QA SME’sPortfolio Manager

• Issues for escalation• Business impact• Actions/workarounds• Input to portfolio

BRQ

SDO Resource Analyst*New Role*

• Works with resource functional manager to assign business resources to projects

• Tracks resource availability based on current utilization and estimates-to-complete (ETC)

• Monitors utilization and adjusts

Portfolio ManagerBA Functional LeadsQA Functional LeadsIT Resource AnalystPMBRQ Release Coordinator

• SDO resource estimates• Supply/Demand capacity

Reporting• Resource Maintenance

(allocation, ETC’s, maintenance)

BRQ

Org. Change Manager (OCM)

• Responsible for all communication and training associated with release content and business impacts.

• Implement communication protocols and methods.

BRQ Release ManagerPortfolio ManagerPIT ManagerBusiness Leads

• Release Notes• Training content• Policy and Procedure

documentation• Implementation

communications

BRQ


A clear governance / decision-making structure must be in place.

Establish an appropriate Governance structure for escalation and decision-making (e.g., Operating vs. Executive level). • Charters for each level of governance• Agendas, participants and responsibilities• Cross-functional group that represents interests of all stakeholders

Re-purpose/Rationalize current meetings.• Formalize agendas and objectives – stick to the purpose• Ensure that the right people are in attendance to take action• Capture/assign action items, to dos, risks etc.• Hold people accountable for actions/follow-up

Improve collaboration across SDO/ITG/EPMO through shared responsibility, accountability and decision-making.


Executive Leadership Meetings - Preliminary

BlueChip Steering Committee(Bi-Weekly)

BRQ Executive WorkingGroup

(Weekly)

Purpose

• Advocate for and ensure the stability of BlueChip• Apprise members of Portfolio status (e.g., One List) and projects/candidates and release alignments.

• Apprise Executive Leadership of Portfolio issues and risks• Apprise Executive Leadership of Release status, issues and risks•Escalate issues and risks and solicit direction for resolution.

• Discuss Issues and risks around the BRQ program improvements, measures and effectiveness.

SDOSteve MallonMary WrightElevene Bryant

Stephen ThompsonKyle GearhartJack AshmanKim Hatchett

Steve MallonMary WrightElevene BryantKyle Gearhart

ITG

Bob BurdaTim BechtoldBill MummeryMike JamesOzie Emanuel

Manish GargRick Deyhle Tim Bechtold

Rick Deyhle

Other

Carolyn Roche (SSO)Marla Ludacka (HCM)Justin Capp (Marketing)Don Donahue (SDO O)Jill Firch (SDO O)Dee Moore (FEP)

Tom Tran (Pharma)Paul ScaglioneBrian CarothersJerry KnellerStan Grotkiewicz


Executive Leadership Meetings – Preliminary*Confirmation of participants by 05.17.13 requested

BlueChip Steering Committee(Bi-Weekly)

BRQ Executive WorkingGroup

(Weekly)

Purpose

• Advocate for and ensure the stability of BlueChip• Apprise members of Portfolio status (e.g., One List) and projects/candidates and release alignments.

• Apprise Executive Leadership of Portfolio issues and risks• Apprise Executive Leadership of Release status, issues and risks•Escalate issues and risks and solicit direction for resolution.

• Discuss Issues and risks around the BRQ program improvements, measures and effectiveness.

SDOSteve MallonMary WrightElevene Bryant

Stephen ThompsonKyle GearhartJack AshmanKim Hatchett

Steve MallonMary WrightElevene BryantKyle Gearhart

ITG

Bob BurdaTim BechtoldBill MummeryMike JamesOzie Emanuel

Manish GargRick Deyhle Tim Bechtold

Rick Deyhle

Other

Carolyn Roche (SSO)Marla Ludacka (HCM)Justin Capp (Marketing)Don Donahue (SDO O)Jill Firch (SDO O)Dee Moore (FEP)

Tom Tran (Pharma)Paul ScaglioneBrian CarothersJerry KnellerStan Grotkiewicz

SDO Tech DirectorsITG Directors (TBD Rick Deyhle)


Operational Meetings - Preliminary

Portfolio Meetings Release Management Change Control

Portfolio Business Council

Business Requirements

Review

Release Planning Meeting

Release Kick-off Meeting

Release Management

Meeting (RCB)

Defect Review Board

Change Control Board (SRB)

Meeting Cadence Bi-weekly Bi-weekly Bi-weekly One-time Weekly/ as Req. 2x weekly 2x weekly

Business Sponsor X Business Owners X X X XBusiness Lead X X X X XITG Sponsor X IT Lead X X X X X IT Test Lead X X X X X ITG Release Manager X X X X XITG Release Coordinator X X X X X XPM/PCA X X X Portfolio Manager X X X X XBusiness Analyst X X X X XSDO Test Lead (QA) X X X X X BRQ Release Manager X X X X XBRQ Release Coordinator X X X X X XPIT Manager X X X XBA SME (Liaison) X X X XQA SME (Liaison) X X X XOCM Manager X X Defect Manager X

X denotes meeting owner


Executive Leadership Meetings

Meeting Owner Objective Cadence Participants Outputs

BlueChip Steering Committee

BRQ Director

•Advocate for and ensure the stability of BlueChip

•Apprise members of Portfolio status (e.g., One List) and projects/candidates and release alignments.

•Apprise Executive Leadership of Portfolio issues and risks

•Apprise Executive Leadership of Release status, issues and risks

•Escalate issues and risks and solicit direction for resolution.

Bi-weekly SDO LeadershipITG LeadershipHCSC Leadership

Actions to address issues and risks

BRQ Executive Working Group

BRQ Director

Discuss issues and risks around BRQ program improvements, measures and effectiveness.

Weekly Steve MallonMary WrightElevene BryantKyle GearhartTim BechtoldRick Deyhle



Executive Leadership Meetings*Confirm participants by 05.17.13


BlueChip Steering Committee

BRQ Director

•Advocate for and ensure the stability of BlueChip

•Apprise members of Portfolio status (e.g., One List) and projects/candidates and release alignments.

•Apprise Executive Leadership of Portfolio issues and risks

•Apprise Executive Leadership of Release status, issues and risks

•Escalate issues and risks and solicit direction for resolution.

Bi-weekly SDO LeadershipITG LeadershipHCSC Leadership- see Previous slide


BRQ Executive Working Group

BRQ Director

Discuss issues and risks around BRQ program improvements, measures and effectiveness.

Weekly Steve MallonMary WrightElevene BryantKyle GearhartTim BechtoldRick Deyhle

SDO Tech DirectorsITG Directors



Operational Meetings - Portfolio


Portfolio Business Council(Tier 4)

Portfolio Manager

Review and prioritize all Tier 4 project requests that impact systems and business processes in the BlueChip ecosystem.

Bi-weekly The SDO Tech Directors who represent Business Owners • Gena Misouria• Geoff Guitan• Jo Ann Keyes• Flavia Duffy• Chris Marcelle• Chris Hausenbauer• Faye Meyer• Karen Woods• Barbara Barth

• Nicole Antonacci • Lenny Criddle• Eric Kowalik• Vicki Sullivan• Kim Hatchett• Kyle Gearhart

• Force-ranked and prioritized list of Tier 4 project requests

• Agreed-to additions to the Project Portfolio.

• Approval to proceed

Business RequirementsReviews

BAs Review and agree on detailed business requirements to the level required to execute the project

As Required Business LeadIT LeadTest LeadsPortfolio ManagerPMBRQ Release CoordinatorITG Release CoordinatorBA and QA SME’s

• Business requirements sign-off


Operational Meetings – Portfolio* Need to confirm right participants by 05.17.13


Portfolio Business Council(Tier 4)

Portfolio Manager

Review and prioritize all Tier 4 project requests that impact systems and business processes in the BlueChip ecosystem.

Bi-weekly The SDO Tech Directors who represent Business Owners • Gena Misouria• Geoff Guitan• Jo Ann Keyes• Flavia Duffy• Chris Marcelle• Chris Hausenbauer• Faye Meyer• Karen Woods• Barbara Barth

• Nicole Antonacci • Lenny Criddle• Eric Kowalik• Vicki Sullivan• Kim Hatchett• Kyle Gearhart

• Force-ranked and prioritized list of Tier 4 project requests

• Agreed-to additions to the Project Portfolio.

• Approval to proceed

Business RequirementsReviews

BAs Review and agree on detailed business requirements to the level required to execute the project

As Required Business LeadIT LeadTest LeadsPortfolio ManagerPMSDO Release CoordinatorITG Release CoordinatorBRQ Process Parter

• Business requirements sign-off


Operational Meetings – Release Management

Meeting Owner Objective Cadence Participants OutputsRelease Planning Meeting

BRQ ReleaseManager

ITG ReleaseManager

Determine placement of approved projects and change requests (with resource, schedule and risk impact) in the Release Schedule.

As Required BRQ DirectorPortfolio ManagerSDO QA DirectorITG DirectorITG SponsorBRQ Rel. CoordinatorITG Rel. CoordinatorBA and QA SME’sResource ManagersIT Lead Representative

• Updated Release Plan• Resource assignments

and Estimates to Complete (ETC)


BRQ ReleaseManager

ITG ReleaseManager

Communicate the Release schedule, content and strategy to stakeholders, for a specific release.

Once per Release

Business OwnerBusiness LeadBAsTest Leads (SDO and ITG)PM / IT LeadPortfolio ManagerBRQ Rel. CoordinatorITG Rel. CoordinatorITG SponsorPIT ManagerDefect ManagerOCMBA and QA SME’s

• Release Plan, Roles and Accountabilities


Operational Meetings – Release Management* Need to confirm right participants by 05.17.13

Meeting Owner Objective Cadence Participants OutputsRelease Planning Meeting

BRQ ReleaseManager

ITG ReleaseManager

Determine placement of approved projects and change requests (with resource, schedule and risk impact) in the Release Schedule.

As Required BRQ DirectorPortfolio ManagerSDO DirectorsITG Directors- via RMITG SponsorBRQ Rel. CoordinatorITG Rel. CoordinatorBRQ Process Partner Leads (BA and QA)Resource ManagersIT Lead Representative

• Updated Release Plan• Resource assignments

and Estimates to Complete (ETC)


BRQ ReleaseManager

ITG ReleaseManager

Communicate the Release schedule, content and strategy to stakeholders, for a specific release.

Once per Release

Business OwnerBusiness LeadBAsTest Leads (SDO and ITG)PM / IT LeadPortfolio ManagerBRQ Rel. CoordinatorITG Rel. CoordinatorBRQ Process PartnersITG SponsorPIT ManagerDefect ManagerOCMBRQ Process Partners (BA and QA) Leads

• Release Plan, Roles and Accountabilities


Operational Meetings – Release Management

Meeting Owner Objective Cadence Participants OutputsRelease Management Meeting

Note: Replaces Release Control Board (RCB)

BRQ ReleaseManager

ITG ReleaseManager

• Responsible for day-to-day management of releases, including recommendations to Steering Committee re: scope changes.

• Review and monitor release status against milestones, issues and risks

• Assess overall health of the release.

• Ensure all stakeholders are properly engaged and apprised of release status and issues.

• Evaluate and address all issues and recommendations escalated from the Change Control Board.

• Escalate issues and risks to BlueChip Steering committee, as needed.

• Communicate business related impacts to business operations.

Weekly BRQ DirectorITG DirectorBRQ Rel. CoordinatorITG Rel. CoordinatorIT Lead(s)Test Lead(s)Business Lead(s)Portfolio ManagerPIT ManagerDefect ManagerBRQ OCMSDO QA DirectorBA and QA SME’s

Additional participants will be invited, as needed, to address project specific issues/risksPMs and/or IT Lead(s)SDO or ITG Test Lead(s)Business Lead(s)Other ITG

• Revised release plan• Escalations to BlueChip

Executive Steering committee

• Disposition of change requests

• Actions to remediate red and yellow projects


Operational Meetings – Release Management* Need to confirm right participants by 05.17.13

Meeting Owner Objective Cadence Participants OutputsRelease Management Meeting

Note: Replaces Release Control Board (RCB)

BRQ ReleaseManager

ITG ReleaseManager

• Responsible for day-to-day management of releases, including recommendations to Steering Committee re: scope changes.

• Review and monitor release status against milestones, issues and risks

• Assess overall health of the release.

• Ensure all stakeholders are properly engaged and apprised of release status and issues.

• Evaluate and address all issues and recommendations escalated from the Change Control Board.

• Escalate issues and risks to BlueChip Steering committee, as needed.

• Communicate business related impacts to business operations.

Weekly BRQ DirectorITG DirectorBRQ Rel. CoordinatorITG Rel. CoordinatorIT Lead(s)Test Lead(s)Business Lead(s)Portfolio ManagerPIT ManagerDefect ManagerBRQ OCMSDO QA DirectorBRQ Process Partner Leads (BA and QA)

Additional participants will be invited, as needed, to address project specific issues/risksPMs and/or IT Lead(s)SDO or ITG Test Lead(s)Business Lead(s)Other ITG

• Revised release plan• Escalations to BlueChip

Executive Steering committee

• Disposition of change requests

• Actions to remediate red and yellow projects


Implement a common change control process.

Manage the change control process jointly between SDO and ITG.

Rigorously control changes to project scope and requirements subsequent to requirements lock-down.

Implement Change Control process and meeting cadence to:• Review and approve changes to requirements, scope and deliverables that

materially impact resources and schedule.• Assess risk of changes to schedule and execution quality. • Ensure appropriate understanding and sign-off for changes.

Align with the Portfolio Management process to ensure approved changes are reflected in the portfolio, as needed.

Ensure appropriate impact assessment and sign-off for all changes.


Implement a simple defect and change control process that is understandable.

DEFECTSDefect Review

Board

CHANGESChange Control

Board

PortfolioManagement

Change Control Board: Review/disposition proposed changes that impact the release. Assess risks and timeline impacts (freeze cut-off).

Defect Review Board: Review and prioritize defects escalated from projects that impact the release. Determine next steps and estimated delivery. Confirm defect vs. change request.

Defect Review Meetings: Review and prioritize all defects at the project level. Assess impact on scope and resources.

Projects Level

Local

National

FEP

Proceed – No Action


Defect Review Meetings

ITG

QA


Implement a simple change control process that is understandable. (Working Session underway adding ITG)

DEFECTSDefect Review

Board

CHANGESChange Control

Board

PortfolioManagement

Change Control Board: Review/disposition proposed changes that impact the release. Assess risks and timeline impacts (freeze cut-off).

Defect Review Board: Review and prioritize defects escalated from projects that impact the release. Determine next steps and estimated delivery. Confirm defect vs. change request.

Defect Review Meetings: Review and prioritize all defects at the project level. Assess impact on scope and resources.

Projects Level

Local

National

FEP




ITG

QA


Defect Management - Understanding the Capability


Portfolio Requirements Design / Build Test Business Readiness Implement

ITG Team Members

SDO Team Members

Defect Management

• Review defect descriptions and determine priorities (Defect Management Board)

• Engage with business partners and ITG to ensure that proper attention and rigor is given to all defects or change requests consistent with their impact.

• Assist defects and change requests through the change control process.


Defect Management Board

Process• Confirms defect vs. change request. • Review and prioritizes defects escalated from projects that impact the

release. • Determine next steps and estimated delivery.

OutputsDefect ListPriority List

Aging Defect ReportChange Request List

MeetingsDefect Review Meeting

Defect to Scope MeetingCR to Change Control

BarriersDefects reported late

Inaccurate reportsPoor documentation


Change Request Flow

Requirement Exist?

Defect

Y

N

Postponed (awaiting decision)

Is this defect going into production?

Change Request

Y

N

Issue Is this code activated in production?Y

Np

DormantDeferred

56


Change and Defect Control Meetings



Project Team

• First level defect triage• Review and prioritize all

defects at the project level. • Assess impact on scope

and resources.

3x/week SDOITGPPMEPMOBusiness Lead

• Prioritized defects • Scope impacts• Action plan• Quality Center updates

Defect Management Board

Defect Manager

• Review defect descriptions and determine priorities

• Engage with business partners and ITG to ensure that proper attention and rigor is given to all defects or change requests consistent with their impact.

• Assist defects and change requests through the change control process.

3X weekly from start of functional test through cut-off

BRQ Rel. CoordinatorITG Rel. CoordinatorIT LeadBusiness LeadTest LeadBAPITBRQ Process Partners

• Defect List• Priority List• Aging Defect Report• Change Request List

Change Control BoardNote: Replaces Scope Review Board (SRB)

BRQ Release Manager

ITG Release Manager

• Review/disposition proposed changes that impact the release.

• Assess risks and timeline impacts (freeze cut-off)

2x/Weekly BRQ Rel. CoordinatorITG Rel. CoordinatorBusiness OwnerDomain ExpertsPIT ManagerBAPM/ IT Lead

• Approvals to proceed• Authorize changes to

release schedule• New project referrals to

Portfolio• Escalate to Release

Management


Change and Defect Control Meetings



Project Team

• First level defect triage• Review and prioritize all

defects at the project level. • Assess impact on scope

and resources.

3x/week SDOITGPPMEPMOBusiness Lead

• Prioritized defects • Scope impacts• Action plan• Quality Center updates

Defect Review BoardNote: Replaces Release Status & Risk Mitigation Meeting

Defect Manager

• Review and prioritize defects escalated from projects that impact the release.

• Determine next steps and estimated delivery.

• Confirm Defect vs. Change Request.

2x/Weekly BRQ Rel. CoordinatorITG Rel. CoordinatorIT LeadBusiness LeadTest LeadBAPITBRQ Process Partners

* Meetings underway to finalize oversight. Must include ITG.

• Actions and to-do’s• Issues for escalation• Refer to Change Control

Board if scope impacts• Release impact

Change Control BoardNote: Replaces Scope Review Board (SRB)

BRQ Release Manager

ITG Release Manager

• Review/disposition proposed changes that impact the release.

• Assess risks and timeline impacts (freeze cut-off)

2x/Weekly BRQ Rel. CoordinatorITG Rel. CoordinatorBusiness OwnerDomain ExpertsPIT ManagerBAPM/ IT Lead

* Need to confirm right participants by 05.17.13

• Approvals to proceed• Authorize changes to

release schedule• New project referrals to

Portfolio• Escalate to Release

Management

Confidential and Proprietary Information

NOT FOR DISTRIBUTION

Business Release Quality (BRQ) OfficeMeasurement Approach

Draft v0.5

April 30, 2013


• 2013 Shared Goals

• Measurement Framework

• Measurement Definitions

• Measurement Cycle

• Implementation

BRQ Office Measurement Approach

DRAFT


BRQ Office2013 Shared Goals

Incentive Goals Goal Name SDO ITG MKT CASSIP SSO HCM AIM

Core Metrics: 75%

Manage Performance to Service Performance Scorecard X X X

Availability and Business Release Quality X X

CCSP X X X

Year End Production Ready X X

Regulatory Implementation X X X X X X

Project Delivery Optimization (All Divisions)

Montana Alliance X X X X

DRAFT


BRQ Office2013 Shared Goals

Description 2-Partially Met Goal (25%)

3-Met Goal (50%)

4-Exceeded Goal (75%)

5-Significantly Exceeded Goal

(100%)

Availability 99.2% 99.3% 99.4%

Management Discretion

Throughput (RTIS / RTIS with RDP)1 76% / 82% 77% / 83%

Performance Guarantee Audits Errors <8.73% <8.23%

1Throughput will be measured monthly averaged over the 9 month period April 2013 – December 2013


3-Met Goal (50%)



(100%)

Awareness and Engagement3

(Survey result improvement) 5% 10% 15%


Test Environment Readiness3

(On-time setup improvement / Incidents after Milestone, E2E test days delayed - volume reduction)

5% 10% 15%

Common Practice/Process3

(Audit score improvement) 5% 10% 15%

Operational Monitoring3

(Abend, Pend, Recycle - volume reduction) 5% 10% 15%

Business Release and Commitment Quality - (Core)

2 Measures derived from June 2012 Business Release Improvement assessment3 Assumes April 2013 baseline conducted in May 2013. Improvement/reduction period May 2013 – December 2013

Business Release and Commitment Quality - (Improvement)2

Proposed

DRAFT


Business Release Quality Office 2013 Shared Goals


3-Met Goal (50%)



(100%)

Availability 99.2% 99.3% 99.4%


Throughput (RTIS / RTIS with RDP)1 76% / 82% 77% / 83%

Performance Guarantee Audits Errors <8.73% <8.23%

1Throughput will be measured monthly averaged over the 9 month period April 2013 – December 2013


3-Met Goal (50%)



(100%)

Awareness and Engagement3

(Survey result Project / Release Kick-off) 5% 10% 15%


Test Environment Readiness3

(On-time setup improvement / Incidents after Milestone, E2E test days delayed - volume reduction)

5% 10% 15%

Common Practice/Process3

(Audit score improvement) 5% 10% 15%

Operational Monitoring3

(Abend, Pend, Recycle - volume reduction) 5% 10% 15%

Business Release and Commitment Quality - (Core)

2 Measures derived from June 2012 Business Release Improvement assessment3 Assumes April 2013 baseline conducted in May 2013. Improvement/reduction period May 2013 – December 2013

Business Release and Commitment Quality - (Improvement)2ProposedFor BRQ


BRQ Office 2013 Shared Goals – Improvement Drivers

• Overarching Key Theme is Awareness and Engagement• Broaden the Portfolio Management Process to ensure it includes all Tier 1-3 Project that impact or require support from BlueChip• Develop a multi-year BlueChip Portfolio Plan to support enterprise transparency. (Ability and Capacity)• Improve by ensuring all projects are part of the scope document. Projects are tentative until the requirement walkthrough is conducted demonstrating

an end to end solution has been developed. Scope is base lined on requirement sign-off date. RCs to facilitate a Scope Review and Release Kick-Off meeting with full project team.

• Test Leads are expected to be engaged on each project. QA Manager in BRQ is essential for strategy alignment and defect management at the release

• Environment inconsistencies• Most do not mirror or similar to production• Real-time capabilities• Parallel environment• Lack of monitoring, delays in processing test claims, risk completion date• Data Maintenance. Data Governance needed for all the decentralized data used when testing, (i.e. pricing, ODS)

• Adherence to Development Methodology is Mandatory• Business Architecture / Future State is not used on a regular basis. Documents are not ever greened.• Detailed Business Requirements is not always present. Without detailed business requirements, the functional test cases are not detailed• Limited functional test cases will impact the development of a regression test bed• National (Host, Home and Labor) will incorporate DTU into their testing practices. (Cases to be defined)

• Operational Monitoring in test to ensure high performance and functionality • Throughput• Abends• Recycles (Corporate and Response)• Test Data- Creates unexpected results that masks issues• Need to complete the development of production parallels

June 2012 Business Release Improvement Assessment Findings

DRAFT






• Implementation


DRAFT

DRAFT


BRQ Office2013 Measurement Framework

Core Measures(Level 1)

DomainMeasures(Level 3)

Portfolio Management• % of Projects w/

Current/Future State Arch

• Customer Commitment

-additions-removals

Business Analysis• Requirements%

on-time and baselines

• Requirements Volatility after baseline

Quality Assurance• Avg UIT pass score (%)

before SIT start• Avg SIT pass (%) before

UAT start• Avg UAT pass (%) before

Release Approval

Release• Plan vs. Actual

Release duration.• # of Issues (w/

impacted claim volume) identified on release weekend.

• Outstanding Critical/High defect - #, impacted claim volume and financial impact.

• Availability • Throughput • Performance Guarantees

• Awareness and Engagement (Survey)• Test Environment Readiness (On-Time Setup, Milestone delays)• Common Practice/Process (Audit Score)• Operational Monitoring (Abend, Pend, Recycle tracking)

Engagement

Accountability

Focus

ImprovementMeasures(Level 2)

Drives

Results

DRAFT


BRQ Office2013 Measurement Framework

Core Measures(Level 1)

Domain Measures(Level 3)

Portfolio Management• % of Projects w/

Current/Future State Arch

• Customer Commitment

-additions-removals

Business Analysis• Requirements

% on-time and baselines

• Requirements Volatility after baseline

Quality Assurance• Avg UIT pass score (%)

before SIT start• Avg SIT pass (%) before

UAT start• Avg UAT pass (%)

before Release Approval

Release• Plan vs. Actual Release

duration.• # of Issues (w/ impacted

claim volume) identified on release weekend.

• Outstanding Critical/High defect - #, impacted claim volume and financial impact.

• Availability • Throughput • Performance Guarantees

• Awareness and Engagement (Survey) Project and Release Kick-off• Test Environment Readiness (On-Time Setup, Milestone delays)• Org Standard Practice/Process (Audit Score)• Operational Monitoring (Abend, Pend, Recycle tracking)

Enga

gem

ent

Acc

ount

abili

tyFo

cus

ImprovementMeasures (Level 2)

Drives

Results

DRAFT






• Implementation


DRAFT


BRQ OfficeImprovement (Level 2) Definitions

Goal Measure(s) Target*Awareness and Engagement Improvement

Survey of Key Release Stakeholders (Monthly)• Score based on response rate/response

scores.

Score Improvements - 5% / 10% / 15%**

Test Environment Readiness

• On-Time Setup Completion Improvement - 5% / 10% / 15%**

• Incidents after Milestone• E2E Testing Delays (days)

Incident Reduction - 5% / 10% / 15%**

Common Practice/Process Combined BRQ audit and SDM scores (Monthly)

Audit score improvement - 5% / 10% / 15%**

Operational Monitoring • Monthly Abend Volume• Monthly Pend Volume• Monthly Recycle Volume

Volume reduction - 5% / 10% / 15%**

*Assumes April 2013 baseline conducted May 2013.**Measured May-Dec 2013 – Partially Met, Met, and Exceed Thresholds

Measures improvement against June 2012 findings which support Core (Level 1) measures DRAFT


BRQ OfficeDomain (Level 3) DefinitionsDomain Goal(s) Measure(s) Target*Portfolio Management

• Improved Customer Engagement and Portfolio Process Execution

• % of Projects w/ Current/Future State Arch (monthly) Improvement - 5% / 10% / 15%

• Customer Commitment-additions (monthly volume)

Reduction - 5% / 10% / 15%

• Customer Commitment-removals (monthly volume)

Reduction - 5% / 10% / 15%

Business Analysis

• Improved Requirements Quality

• Requirements% on-time and baselined Improvement - 5% / 10% / 15%

• Requirements Volatility after baseline Reduction - 5% / 10% / 15%

Quality Assurance

• Improved QA Planning, Execution and Effectiveness

• Enforce stage gate controls.

• Avg UIT pass score (%) before SIT start (Monthly) Improvement - 5% / 10% / 15%

• Avg SIT pass (%) before UAT start (Monthly) Improvement - 5% / 10% / 15%

• Avg UAT pass (%) before Release Approval Improvement - 5% / 10% / 15%

Release • Improved Release Planning and Execution.

• Improved Release Quality

• Plan vs. Actual Release duration (per release) % Variance reduction - 5% / 10% / 15%

• # of Issues (w/ impacted claim volume) identified on release weekend. (per release)

Reduction - 5% / 10% / 15%

• Outstanding Critical/High defect s (measured monthly)a) Count b) Impacted claim volumec) Financial impact

Reduction - 5% / 10% / 15%


DRAFT






• Implementation


DRAFT


BRQ Office Measurement Cycle


Type Measure Source CycleLevel 1 Availability CFE Report Report @ End of Month

Throughput CFE Report Report @ End of Month

Performance Guarantee Audit Errors CFE Report Report @ End of Month

Level 2 Survey of Key Release Stakeholders (Monthly)

Survey – BRQ Org Change Mgmt Team Collect @ End of Month

• On-Time Setup• Incidents after Milestone• E2E Testing Delays (days)

PSRs – Query through month. Report @ End of Month

Combined BRQ audit and SDM scores Business Process Leads and SDM group Collect @ End of Month

• Monthly Abend Volume• Monthly Pend Volume• Monthly Recycle Volume

PIT Report Collect @ End of Month

Level 3 • % of Projects w/ Current/Future State Arch (monthly)

Portfolio Team Report @ End of Month





• Requirements% on-time and baselined Business Analysis Team (BRQ) Collect @ End of Month

• Requirements Volatility after baseline Business Analysis Team (BRQ) Collect @ End of Month

DRAFT


BRQ Office Measurement Cycle


DRAFTType Measure Source CycleLevel 1 Availability CFE Report Report @ End of Month

Throughput CFE Report Report @ End of Month

Performance Guarantee Audit Errors CFE Report Report @ End of Month

Level 2 Survey of Key Release Stakeholders Project / Release Kick-off)

Survey – BRQ Org Change Mgmt Team Collect @ End of Month

• On-Time Setup• Incidents after Milestone• E2E Testing Delays (days)

PSRs – Query through month. Report @ End of Month

Combined BRQ audit and SDM scores Business Process Leads and SDM group Collect @ End of Month

• Monthly Abend Volume• Monthly Pend Volume• Monthly Recycle Volume

PIT Report Collect @ End of Month

Level 3 • % of Projects w/ Current/Future State Arch (monthly)






• Requirements% on-time and baselined Business Analysis Team (BRQ) Collect @ End of Month

• Requirements Volatility after baseline Business Analysis Team (BRQ) Collect @ End of Month

Implemented

BRQ Office- SDO Tech

effective 06.01.13.

Environment

Readiness in 2014

influenced by Portfolio

Planning

Analyst specific goals

exist in 2013 / BRQ will

collect data and propose

2014


BRQ OfficeMeasurement Cycle

*Assumes May 2013 baseline**Measured May-Dec 2013 – Partially Met, Met, and Exceed Thresholds

DRAFT

Type Measure Source CycleLevel 3 (Con’t)

• Avg UIT pass score (%) before SIT start (Monthly)

Quality Assurance Team (BRQ) Report @ End of Month

• Avg SIT pass (%) before UAT start (Monthly)


• Avg UAT pass (%) before Release Approval


• Plan vs. Actual Release duration (per release)

Release Management Team (BRQ) Report @ End of Month


Release Management Team (BRQ) Per Release – Reported Monthly

• Outstanding Critical/High defects (measured monthly)

a) Count b) Impacted claim volumec) Financial impact

Production Impact Team (BRQ) Report @ End of Month


BRQ OfficeMeasurement Cycle

*Assumes May 2013 baseline**Measured May-Dec 2013 – Partially Met, Met, and Exceed Thresholds

DRAFTType Measure Source CycleLevel 3 (Con’t)

• Avg UIT pass score (%) before SIT start (Monthly)


• Avg SIT pass (%) before UAT start (Monthly)


• Avg UAT pass (%) before Release Approval


• Plan vs. Actual Release duration (per release)

Release Management Team (BRQ) Report @ End of Month


Release Management Team (BRQ) Per Release – Reported Monthly

• Outstanding Critical/High defects (measured monthly)

a) Count b) Impacted claim volumec) Financial impact

Production Impact Team (BRQ) Report @ End of Month

Analyst specific goals

exist in 2013 / BRQ will

collect data and propose

2014






• Measurement Implementation


DRAFT


BRQ OfficeMeasurement Implementation

1. Confirm Shared Goals/Measures (Level 1 and Level 2) among BRQ Steering Committee

2. Confirm Level 3 measures among BRQ domain areas

3. Confirm Report and Measurement Process Owner

4. Conduct April Baseline

DRAFT


Addendum – Back-up Slides

Business Release Quality (BRQ) Office


BRQ Process Partners will ensure adherence to processes and standards.

BRQ will interface with BA SMEs/Leads to:• Provide oversight of the requirements process - across the

release. Review requirements across projects and applications to ensure that gaps, overlaps and conflicts are addressed.

• Ensure quality and completeness of project requirements.• Develop standards and provide input into BA capability

improvements through staff education and development.• Evaluate demands to assess business impacts and

requirements.

BRQ will interface with QAs SMEs/Leads to:• Provide oversight of the SDO owned testing process -

across the release. • Develop a release-level test strategy to address

redundancies in project-level test plans. • Ensure quality and completeness of test plans and scripts.• Ensure test plans are executed and defects resolved or

addressed with the business. • Develop standards and provide input into QA capability

improvements through staff education and development.• Provide defect management oversight.

ITG Release Management

BRQ Release Management



BA SMEsMatrix to BRQ

QA SMEsMatrix to BRQ


BA SMEs – What Will They Do?

Provide oversight of the requirements process - across the release.

Ensure quality and completeness of project requirements.

Develop standards and provide input into BA capability improvements.

Portfolio• Business Impact Assessment• Bus Arch Strategy - partner to

review training outline for the supported business process.

Project Execution• Partner with business owner

and project to define requirements and future state.

• Requirement Walk through - support review with the project Team.

• Test Case Review- Participate and ensure traceability to business requirements.


QA SMEs – What Will They Do?

• Provide oversight of the SDO owned testing process - across the release.

• Ensure quality and completeness of test plans and scripts.

• Ensure test plans are executed and defects resolved.

• Develop standards and provide input into QA capability improvements.

Portfolio• Understand and anticipate

projects coming through Portfolio and plan for staffing.

Project Execution• Develop a release-level test

strategy to address redundancies in project-level test plans.

• Provide defect management oversight through engagement with Defect Board.


Release Coordinator Responsibilities

Phase BRQ Release Coordinator (Proposed) ITG Release Coordinator (Current)

Portfolio & Scope

• Awareness of project candidates• Begin tracking release candidates to release, and

ensures carry-forwards and drop-outs are returned to the Portfolio.

• Awareness of Status / Milestones and changes that result after baseline release scope is established.

• Open Issue: Need accurate Tier 4 project management and reporting.

• Awareness of project candidates• Tracks release candidates to release, and ensures

milestones are set and communicated• Awareness of Status / Milestones for release and

associated projects across ITG organization• Maintains release milestones and establishes Change

Order to set milestone dates (for additions)

Requirements • Communicate release milestone dates to PMs/IT Leads (Open Issue: This is redundant with IT – who should be the sole source of communication? Today BCAG sends out milestone “alerts” weekly)

• Interface with all PMs/IT Leads and BAs to ensure they are all on target for the deliverable date.

• Communicate/coordinate with PIT/OCM to ensure that end users have a clear understanding of what is in scope and what’s coming.

• Tracks release candidates to release, brings dropouts back to Portfolio through change control

• Ensure requirements document is approved and in the document repository. Notify ITG BlueChip SDM Team.

• Begins the formal milestone Check-in process - Monitor release milestones using a common tool/source of data or check-in process

• Communicate release milestone dates to PMs/IT and Business Leads from BCAG Release Coordination mailbox (annually)

• Interface with all PMs/IT Leads and Developers to ensure they are on track for code movement

• Awareness from scope management team as release contents change

• Establishes projects in BRAD tool and assigns tasks for tracking (currently done by Louis)

• Monitor release milestones using a common tool/source of data or check-in process (currently BCAG Release Scorecard & BRAD)




Design/Build • Engage with ITG Build Team re: design status, impact on scheduled releases and escalate for action, as required

• Milestone Check-in Process - Monitor release milestones using a common tool/source of data or check-in process. (Ensure PM is appropriately checking in on milestone progress)

• Communicate/coordinate with Scope Management Team as release contents change

• Interface with all PMs/IT Leads /Developers to ensure they are on track for code movement

• Creates Technical Implementation Plan for Release (including those assigned Tier 1-3 Projects)

• Facilitates and coordination Design and Construction Release Certification Meeting with ITG and Business .

• Monitor release milestones using a common tool/source of data or check-in process (currently BCAG Release Scorecard & BRAD)

• Tracks tasks for code movement through SDLC in common repository (BCAG Release Scorecard & BRAD)




Testing • Milestone Check-in Process - Monitor release milestones using a common tool/source of data or check-in process.

• Engage with QA Lead re: test status, impact on scheduled releases and escalate for action, as required.

• Ensure test preparation and execution have adequate oversight at project and release level.

• Communicate/coordinate with to Scope Management Team as release contents change

• Tracks tasks for code movement through SDLC in common repository (BCAG Release Scorecard & BRAD)

• Communicate release milestone dates to PMs/IT and Business Leads from BCAG Release Coordination mailbox

• Interface with all PMs/IT Leads /Developers to ensure they are on track for code movement

• Secure and monitor technical Work Flow Tasks for Change Order

• Facilitates Release Implementation Review and Application Work Shop Meetings


Business Readiness

• Engage with ITG Release Coordinator to ensure al technical activities, environments, risk and issues are addressed.

• Engage with SDO OCM and PIT teams to ensure end users have adequate information re release contents.

• Engage with PMs/IT Leads to ensure final production prep and readiness. Redundant with ITG RC? Eric and Vicki to work out

• Engage with Portfolio Manager to coordinate hand-off of post-production defects back through portfolio.

• Verify pre and post-production defect resolution ? Verify with Nicki

• Engage with all Technical Areas to ensure all technical activities, environments, risk and issues are addressed.

• Facilitates and executes release implementation from beginning to end of release

• Communicates release status during implementation weekend





Implementation • Engage with ITG Release Coordinator to ensure all technical activities, environments, risk and issues are addressed.

• Engage with SDO OCM and PIT teams to ensure end users have adequate information re release contents.

• Engage with PMs/IT Leads to ensure final production prep and readiness. Redundant with ITG RC? Eric and Vicki to work out

• Engage with Portfolio Manager to coordinate hand-off of post-production defects back through portfolio.

• Verify pre and post-production defect resolution ? Verify with Nicki

Engage with all Technical Areas to ensure all technical activities, environments, risk and issues are addressed.Facilitates and executes release implementation from beginning to end of releaseCommunicates release status during implementation weekendAwareness from scope management team as release contents change

Release Planning

• Work with Portfolio Manager and ITG to confirm baseline release schedule and contents of each release.

• Jointly coordinate and execute Release Kick-off (with ITG) for each release

• Meet regularly with ITG Release Coordinator to validate release schedule, environments and capacity.

• Communicate changes to release schedule, environments and capacity.

• Participate in release planning with ITG Rlease Coordinator to produce a forward-looking annual release schedule.

• Facilitates Release Strategy Meetings• Jointly coordinate and execute Release Kick-off (with

BRQ) for each release• Meet regularly with SDO Release Coordinator to

validate release schedule, environments and capacity.

• Communicate changes to release schedule, environments and capacity.

• Responsible for release planning activities to maintain a forward-looking ITG Release schedule.

• Coordinates Release Activities with ITG Change Management

• Represents BCAG at ITG Release Management Advisory Committee (RMAC)



Release Coordinators (ITG and SDO) will act as single points of contact for their respective areas.

BRQ Release

Coordinator

Portfolio Team

PMs and IT Leads

ITG Release

Coordinator

BAs and Business Process Leads

QAs and Quality Process Leads

Production Impact Team

Comms and OCM

Business Owners

and Leads

The BRQ Release Coordinators are not:• Directing work efforts • Managing SDM Governance for each project• Conducting detailed SDM audits of project artifacts

ITG Release

Coordinator

Enterprise Release Mgt

PMs and IT Leads

BRQ Release

Coordinator

Enterprise Change Mgt.

IT Developers

ITG Support Teams

Portfolio Team

Environment Team

Business Leads

Production Impact Team


Accomplishments

Conducted multiple collaborative working sessions with BRQ and ITG team leaders to understand: • Current roles and responsibilities• Current governance, meeting agendas and cadence

Identified issues, weaknesses and gaps

Reached consensus between BRQ and ITG Teams on a high-level and directional “To Be” state• Defined Portfolio Management process and team structure• Defined Release Management team role, as differentiated from ITG

Identified specific recommended actions to “operationalize” the BRQ Office


Activities in Progress

Clarify the role of the BRQ Office - within SDO and with ITG - in the Request-to-Release process.• Collaboratively managed process• Jointly-owned with shifting primacy between SDO and ITG• Formalize and implement team structures for portfolio and release management• Agree on go-forward approach for BA/QA process lead roles

Clearly define roles and responsibilities for all stakeholders – internal and external to BRQ.

Establish and enforce a clear governance/decision-making structure.• Implement a common project change control process• Ensure traceability/audit trail between release components and business

requirements/capabilities.• Establish a Business Council to set priorities for Tier 4 projects• Finalize Steering Committee structure• Repurpose existing governance meetings


Activities in Progress

Address skill gaps within SDO and the BRQ office.• Leadership• Portfolio and Release Teams• Business Analysts• Quality Analysts and Testers• OCM

Implement common tools to manage the request-to-release process and reduce redundancies.• “Single Source of Truth” – common tool for portfolio and release management,

change management, defect management, document repository• Robust communication tools – leverage FYIBlue to facilitate communication

and create common “dashboards” to distribute information

Transform the SDO organization to align with the BRQ purpose. • Provide visible, vocal support for BRQ mission, purpose, and approach across

SDO, ITG and beyond.


Project Attributes for BlueChip Portfolio Management Project Name – Five to 7 descriptive words that are meaningful at a business level. Project Description – Twenty-five to 50 words that describe the project in business-friendly

language. For Tier 1 – 3 projects, describe the elements of the project that are related to or will impact BlueChip. This should be understandable to Director-level and above.

Project Number – Identifier assigned to the project in the Clarity System. Business Sponsor – The Director-level business leader whose business strategy and objectives

require the capabilities requested Project Initiator/Owner – The person in the Director-level business leader’s org who initiated the

project and who will articulate the business objectives, high-level business requirements and potential ROI of the project. This person, or his/her designee, should own the project from the Bus Ops perspective thru to completion.

Requested Implementation Date – The date requested by the Project Initiator/Business Owner for the capabilities encompassed by the project request to be deployed.

Program Reference – Reference to higher-level SDO Program such as “CCSP”, or other Program/Project that requires capabilities, enhancements or integration relative to Blue Chip, such as “NGEN”, “Montana”, “ACA”, et al.

Team Reference – Reference to Business Ops team associated with the project, such as “Service”, “Local”, “National”, “Marketing”, et al.

Tier – Tier 1, 2, 3, or 4.

Business Release Quality (BRQ) OfficePortfolio Management Approach


Project Attributes for BlueChip Portfolio Management ROM Cost – Rough Order of Magnitude (ROM) cost to complete the project. This value should be

updated as the project becomes more well-defined. It should be maintained by the Project Portfolio Owner on Jack’s team and should include all costs (Bus Ops, ITG, Test, Post-deployment readiness)

Project State – The current status of the Project….Idea/Opportunity, Under Evaluation, Pending Approval, Approved, Detailed Requirements Complete, In Design, etc. etc. We can define this more completely with ITG.

ITG Project Owner – The Director or Manager-level person in ITG who has ultimate responsibility for technical project delivery (solution design, build, system test, non-functional requirements, etc.) from ROM assessment thru to Release.

Business Analyst – The person who will ensure detailed business requirements are complete to the level required to facilitate functional and technical system/solution design. This person may be in the ITG org or SDO Tech.

Business Requirements Due Date – Firm date at which detailed business requirements sufficient to enable commencement of solution design and build are due. The BA is the Directly Responsible Individual (DRI) for this milestone.

Project Manager – Fir Tier 1-3 Projects, the PM assigned to the project who will be expected to coordinate and report on all activities associated with the project. (See PMO for further definition?)

Project Portfolio Manager – Works with the Project Initiator/Business Owner to shepherd the project thru the portfolio evaluation and tracking process. This person would also liaison with the appropriate Project Team members (if the project is accepted) to ensure portfolio tracking is executed and that “traceability” thru to Release is performed and monitored



Project Attributes for BlueChip Portfolio Management Build Lead – The person in ITG who will ensure solution design (functional/technical design) and

development are complete and trace-able back to detailed business requirements. Build Completion Date – Firm date at which build will be completed sufficient to enable

commencement of testing. The Build Lead is the Directly Responsible Individual (DRI) for this milestone.

Test Lead – The person who will ensure testing is completed. This includes system/integration testing and UAT. This person will also work with the Business Analyst, the Project Initiator/Business Owner and Project Portfolio Owner on Jack’s team to ensure all defects are resolved (passed or run back thru the portfolio process to be included in a subsequent Project/Release).

Test Completion Date – Firm date at which testing will be completed. The Test Lead is the Directly Responsible Individual (DRI) for this milestone.

Target Release Date – Initial and preliminary Release target date agreed to by the Project Initiator/Business Owner, SDO Tech and the IT Project Owner at the project acceptance stage.

Confirmed Release Date - Final Release date agreed to by the Project Initiator/Business Owner, SDO Tech and the IT Project Owner. This would likely be agreed to once requirements, design and possibly build have proceed to the point at which confidence level in the release date is high.

Actual Release Date – Date the project capabilities were actually released to production and deployed.



Inventory Existing Propjects - Started 2/22 to define to baseline to one Bluechip project list….inventory, scrub, validate Merge spreadsheets to one acknowledged master. Rationalize and define project descriptions, attributes, owners and responsibilities thru

the project lifecycle Partner and engage with ITG thru Vicki Sullivan and Teri Lewis to assist in gathering the

data to complete the portfolio spreadsheet, including adding to it or eliminating dead or redundant items. They will not have all the answers but can help us engage the appropriate folks in ITG who do have them.

Engage with the PMO to re-align the information request already made to the PM's to the updated spreadsheet structure and definitions.

SDO ITG Portfolio will meet daily to effectively manage the requests. Weekly publication to identified stakeholders with any additions to the project portfolio

baseline. Prepare for the 2013-14 BlueChip Portfolio Report. The Blue Chip Release schedule will

be incorporated to ensure awareness of the defined dates.



BRQ “Call to Action” BRQ “Call to Action”• Implement portfolio management governance structure• Champion and support organizational change across the division• Provide a sound, clear and executable process to manage initiatives and

investments going forward• Maximize the value of the portfolio through careful examination of candidate

projects and programs for inclusion in the portfolio• Integrate portfolio process with planning and budgeting policies, processes

and practices• Develop and maintain business architecture and future state architecture• Ensure the IT portfolio for targeted system is included in the main system

portfolio• Evaluate and identify systems that will be impacted by the system deliverables• Improve communication and alignment between technology and

business including leadership and other enterprise portfolio's • Capture and monitor program performance measures• Maintain an enterprise architecture to support and substantiate IT investments

decisions*Preliminary – Subject to change


Next Steps – What We Need to Do

SDO, ITG, EPMO, PPM Collaborate to:• Reconciled perspectives of each team relative to “Request-to-Release”

process and requirements• Understand “white spaces” and hand-offs across teams and address

process disconnects• Agree on how we can leverage/improve existing processes and tools• Develop and agree on a common “Request-to-Release” process• Establish Roles and Responsibility definitions that will improve

accountability and compliance• Make governance recommendations – Guiding Principles

Socialize and get consensus from Senior Leaders on joint recommendations.

Publish process documents and artifacts as new Rules of Engagement Formally establish Governance Model and assign critical roles and

responsibilities


Key Partners Key Activities

Key Resources

Value Proposition CustomerRelationships

Channels

CustomerSegments

Channels ContinuedCost Structure

www.businessmodelgeneration.com

BRQ Current State Business Model

External CustomersOur Members – groups and individualsFSUs and UsersProviders (Healthcare Service Providers)TMGsThe AssociationVendorsGovernment/RegulatoryInternal CustomersMembershipSDO TechITGEnterprise Councils who have project leads

Facilitate delivery of enhancements/functionsEnsure quality and timely deliveryEnsure delivery meets expectations/ agreementsGate-keeperAuditorAdvocateConsistent and repeatableAble to ensure/impact that we influence HCSC’s market position and successSave money for members thru reduced rework and defectsSave lives/familiesProtect lives/familiesGovernance – ensuring that we work on the right things, at the right time for the right reasonsFlexibility in deliveryNimbleStability of channels to continue to provide key services – “there when they need you”.Impact/effect Brand/Reputation/ReliabilityEasy to do business with – “one-stop-shop”, problem solverProcess followed, hand-offs occurred, checks and balancesUnderstand/Assess impact and riskEvaluate feasibility of proposed changes (Future State) through modeling and simulationAccuracy/information

IndirectExchange – self-service modelBrokersGovernment programsCOBRADirectMarketing (direct, selling new products and services)Align sales teams with FSUsBRA delivers thru FSU to

membersWeb

Personal Communications (1:1) with requestor or the person who has the issue (e.g., direct to Nikki). Portfolio questions to JackEmail –production communications one week prior with “what to expect”Personal Relationship with FSU or Business Owner – Project specific discussion after implementation – did you get what you thought you were getting? Close the loop to ensure that the intended benefits were realized.

People – i.e: developers/portfolio Projects/work /requirementsKey decision-makersFundingEngaged workers: common view of target and priorities; with training and abilityHuman Capital: people to workTools and technologiesIncentives, goals and metrics/measures

Follow prescribed processEvolve existing processes thru testing and CICommunicate, collaborateBalance demand and supplyExpose transparencyBuild partnerships and relationshipsCommit to trustworthy dialogueTake ownershipReportIdentify impact – system, processTrainFollow-up

•ITG•PMO•FSUs•EPOG/POG•Helpdesk (technical for major production issues)•Leaning and talent•PPM•Steve Mallon•CPE•SSO•TMG•CM•ECM•Hallmark•Dearborn Life•BCA •Prime•Infrastructure Reliability•Info Security

Goal setting (upward communication)Weekly issue reporting (upward) – executive updateBi-weekly executive update re: portfolioReports sent by emailIn-person meetings with stakeholdersEmail delivery / distribution listWorking sessions (e.g., requirements changes)Meetings

Blue SourceFSU business release user group meetingOperations MeetingsClaims Manger MeetingsFSU Change Agnet (role) – change championNewslettersMailbox direct to customersBusiness Readiness ForumChange Control


The Business Model Canvas

Key Partners Key Activities

Key Resources

Value Proposition CustomerRelationship

Channels

CustomerSegments

Revenue StreamsCost Structure

www.businessmodelgeneration.com

What type of relationship have we established with each of our customer types/segments?

How are we reaching our buyers now?

A revenue stream represents the cash we generate from each customer segment.

What are the revenue streams generated by each customer segment? How much does each revenue stream contribute to overall revenues.

The cost structure describes all the costs incurred to operate the business model.

Think about the most important costs inherent in our business model.

What value do we deliver to the customer?

Which of our customer's problems are we helping to solve?

Which customer needs are we satisfying?

What bundle of products and services are we offering to each customer segment?

For whom are we creating value?

Who are our most important customers?

Remember – Proper segmentation either enables or inhibits differentiation.

The key partnerships describe the network of suppliers and partners than make the business model work

What are the key activities required to make the business model work?

The key resources required by the value proposition--distribution channel; customers, revenue streams, etc.


Build partnerships and collaboration among key SDO stakeholders in the release cycle.

Business Analyst

Liaisons

QA Liaisons

OCMLiaisons

Production SupportLiaisons

Bus

ines

s A

rchi

tect

ure

Capabilities

A

B

C

D

Plan Execute

Release Date

Business Processes (Services)

A

B

C

D

A

B

C

D

A

B

C

D

A

B

C

D

Portfolio Manager

Release Manager (Program/PM Integration) 13.X

BRQ Release Manager/Coordinator will interface with liaisons across capabilities


Blue Chip Portfolio ManagementDetailed Standard Operating Process

BRQ Portfolio Management Process

Req

uest

or /

Cus

tom

erB

RQ

Por

tfolio

ITG

& Q

AP

PM

& B

ET

SD

O T

ech

BA

Approve Impact to Claims?

Yes

Demand Triage:Assess, Assign,

Review & ValidateImpacts to Claims

Processing

YesStage 1 or Tier 4

Approved?

No

UG

Portfolio Prioritization &

Release Planning

Preliminary Release Scope

Approved Release Scope incorporates input from SDO Tech, Customers and ITG leadership. Parties agree that scope can be completed for a given release.

Provide Release Candidates to BA,

ITG, QA and Customer

Approved Release Scope

Opportunity Document or

Funding Request

Baseline Release Scope

& Hand-Over to Release

Management

BC Business Release User Group(Includes Enterprise Councils)

SC

UG

BC Business Release Steering Committee

UG SC

Requirements Walk-Throughs with QA, ITG,

Delivery Partners and Customers

EP

MO

Document Blue Chip System Functional

Requirements

Refine or Add Business Impacts

(if necessary) Requirements Review

UG SC

Tier 1-3

Tier 1-3

Define prioritized preliminary release scopes & impacts taking into consideration the following:-New Requests-Existing Requests & Carry-over-Production Defects-Maintenance Items-Mandates / New Business-Other Council Projects

Assign Business Analyst(s) &

Refine Business Impacts

No

UG

Document Stakeholder Needs and Customer

Requirements

Stage 2 Approved?

UG

No

Tier 1-3StagedFunding

AssessmentOptions

Yes

Schedule&

ReleaseNeeds

Approved Projects

UG

Provide Project

Schedule and Release Needs

Provide Approved Customer

Requirements

Identify New or Refined Impacts or

Adjustments to Schedule

Estimate High-Level Costs and Impacts

Assess Preliminary

Scope & Engage

Reviewers

Re-Estimate Detailed Costs & Assign

Resources

Tier 1-3

Assess Preliminary

Scope & Provide

Feedback

Estimate High-Level Costs and

Business Impacts Tier 4

Tier 4

UG

RefinedBusinessImpacts


Project vs. Program vs. Portfolio


Implement common criteria for portfolio entry and approval

Implement a common request form to describe objectives, benefits, rough order of magnitude (ROM) cost and ROI

Implement an objective project “scoring” and assessment methodology Align evaluation methodology with business imperatives, strategy,

capability requirements and Business Architecture Consider customized evaluation criteria for Tier1/3 vs. Tier 4 Identify appropriate approvers and project stakeholders early in

Portfolio process Get agreement on methodology and day-to-day process for

engagement across all stakeholders …Bus Ops, SDO Tech, ITG Establish a project proposal and portfolio review cadence Ensure key stakeholder review/sign-off prior to material resource

allocation


Include all SDO-impacting Tier 1-3 and Tier 4 projects. Ensure all new requests are properly documented and supported Track and communicate stage and status of each new request or

project (New, Unapproved, Approved, Active). Create a business-driven governance body to review, score and

prioritize project requests on a regular basis. Ensure each project request has identified directly responsible

individuals for each major role e.g., Steward, BA, PM, Build Lead, Test Lead, Deployment Lead, etc.

Confirm each project’s placement in the Release Roadmap. Implement a governance process and accountability to manage inputs

and updates to the portfolio.

Maintain a “Portfolio Inventory” and status of all project requests.

Maintain a Project “Inventory” – Compile and manage an accurate and complete inventory of the current projects in the existing SDO portfolio.


Enforce Project Management disciplines from Request-to-Release. Manage each project thru a mandated set of SDM sign-offs. Ensure

approval for resource assignment (post-Evaluation stage).• Business Requirements• Functional and Technical Design• Build• System and Integration Test• UAT and Acceptance Testing• Release-to-Production

Utilize a common document repository to facilitate collaboration between SDO and ITG, SDM Quality and Audit.

Identify appropriate sponsors and stakeholders at each stage of completion.

Establish project review cadence and transparency to project status. Implement processes and controls to ensure informed sign-offs.

Enforce accountability at each handoff.


BRQ Influence and Scope

Controls Influences Out of ReachPortfolio Process Defect Management Business Requirements

Business Readiness Release Process Test/QA

Change Management Change Control Design/Build

Communications Architecture

PIT EPOG / PPM

Training/Learning Tier 1,2,3 Projects

BlueChip - People, Processes and Tools


Next Steps to operationalize governance or each meeting . . . .

Work with meeting owners to define and gain agreement on meeting charter• Purpose• Scope of Authority (and selection criteria, if needed)• Membership – member responsibilities, role, name, voting and non-voting

members• Operating Procedure – inputs (entry criteria), activities/decisions, outputs

(deliverables)• Meeting frequency• Decision-making process• Communication approach

Define the inputs (tools, reports etc) and define/confirm process to deliver. (what does it look like? Who does it? How often? Where does the information come from?)

Define the outputs (tools, reports etc.) and define/confirm process to deliver. Launch meetings