A
Accept-Testing, 222, 227, See also Simulated Accept-Testing
dedicated team types, 65
final Accept-Testing, 24, 262–264
“Friends and Family Testing, ” 21
Workgroup Teams and, 80
Activity Definition, 127–129, 171, 325
Activity Description, 103, 129–130, 131, 132–140, 176, 327
banking system swap case, 153
basic review workshop, 142
catalog supplier case, 344–351
defense healthcare case, 172–174
post-workshop documentation, 330–331
PQA Matrix with Critical Success Factors, 127–129, 330, 343
for Risk Manager, 158
stakeholder ownership, 159
Activity manager for PQA Workshop, 129, 159, 326
“The Agile Manifest, ” 14
Agile principles, 14–16, See also “No excuse for failure” principle
respect for users and business priorities, 258
team building, 65
Workgroup Teams and, 79
Agile strategy management methods and techniques, 7–12
advantages compared to other methods/standards, 11
Agile Quality Management standards, 9–11
core quality objects, 9
framework, 8f
industries using, 8
IRS, See Information Requirements Study
Lyngso Model, 2
PQA, See Process Quality Assurance
process cycle, 298f
visualization of solution structure, 10
Agile Strategy Quality Management, 9–11
B
Banking information system swap case, 27–30
choice of solution providers, 216–218
complications from non-standard PQA, 156–158
consultative services agreement, 359–361
consultative services framework agreement, 215, 353–358
core-banking setup proposals, 217–219
“Friends and Family Testing, ” 21
jobs for solution providers and sub-contractors, 189–190
potential improvements, 159
PQA process and Workshop, 149–159
program organization example, 60f
program organization principles, 61
solution provider procurement
contractor solicitation, 194–197
solution quality evaluation, 281
stakeholder selection example, 53–62
Strategy Governance Team, 59, 62–63, 190, 191
Workflow and Workpackage documentation, 197–214
Baseline Variances, 277
Benchmarks, 13
Bohr, Niels, 267
C
Capability Maturity Model Integration (CMMI), 3
Cash card case (DANCOIN), 21–22, 117
Catalog order management improvement case, 50–52, 334–351, See also Web catalog factory (WCAT) case
Change management, 94
aligning activities and strategy, 221–222
banking system swap case, 192
“no conflict” implementation process, 105
PQA Team and, 75
Process Governance Team and, 78
solution scope changes, 270, 294
Change Management Board, 190
Client Relationship Management (CRM) system, 180, 282–283
Cloud-based solutions, 181
Coach/Facilitator roles, 40–41, 91, 299
Activity Definition and Description, 325
cross team membership value, 81
preparing for PQA and PQA Workshop, 111
Risk Response Matrix preparation, 331
Success Factors formulation, 122
SWOT analysis, 102
working with sponsor and core stakeholder risk, 88
Coffee bean methods, 98–99, 117, 264
contractual terms, 198
development activities, 228–229
implementation activities, 228, 307–308
Quality and Project Management (QM/PM) activities, 229–230, 265
strategy implementation and, 225–228
Communication, 287–288, 295, 311–313
Governance Teams and Sponsors, 291–292
inter-team cooperation, 67, 73
making stakeholders happy, 38
negotiation and, 272, 289–290, 295
PQA and, 288
Program Office Governance Team support, 293–294
Project Office support, 292–293, 312–313
strategy governance and, 287–294
strategy implementation and, 223
strategy quality and leadership, 33
War Room and, 15
Workgroup Manager and, 289–292, 296, 312–313
working with sponsor and core stakeholder risk, 88–90
Communication plan, 104, 333–334
Compound expected value (CEV), 286–287, 296, 311
Confidential corporate objectives, 13
Confidentiality agreement, 215, 357
multiple contractor decision makers, 25
“no conflict” implementation process, 105, 317
“no excuse for failure” principle and, 82, 83
PQA and destructive conflict prevention, 104–106, 317–318
Construction risks, 145
Consultant solicitation, banking information system swap case, 194–197
Consultative services agreement, 215, 353–358, 359–361
Consulting enterprise project management improvement case, 53–62
Container line operator case, 71–72
Continuous quality improvement, 66, 223–225
Contractor solicitation, banking information system swap case, 194–197
Contracts, 43
banking system swap case, 150, 192–193
consultative services agreement, 359–361
consultative services framework agreement, 215, 353–358
Framework Agreement, 215
buyer competence problems, 185
confidentiality agreement, 215, 357
COTS installation test and, 180
de facto vendor monopoly, 179, 183–184
escrow clause, 179–180, 181, 216, 305
“no excuse for failure” principle, 193
Service Level Agreement (SLA), 184, 306
Workflow and Workpackage documentation, 197–208
Corporate strategy, 12–13, 30–31, 297
activity alignment under changing conditions, 221–222
Cost/benefit analysis, 392–394
Cost Performance Index, 277, 279
COTS (Commodity Off The Shelf) solutions
consulting enterprise project management system, 47–50
contractual terms, See Contracts
de facto vendor monopoly, 179, 183–184, 305
example of lack of synchronization, 5–7
installation test issues, 180, 182
IRS Consolidated report as requirements specification, 241
KPI calculation capability, 278
military healthcare information system, See Defense healthcare information system
organization components for using/managing, 178
private bank, See Banking information system swap case
procurement issues, 177–182, See also Solution provider procurement
requirements specification and, 6, 28, 179, 182, 187, 190, 193–194, 304
solution quality evaluation, 280–283
turnkey solutions, 182, 186–188
Critical Path Method (CPM), 277
Critical Success Factors (CSF), 100, 103, 329
catalog supplier case, 339–343
defense healthcare case, 168–171
PQA Matrix with Activity Definition, 127–129, 330, 343
PQA Workshop and, 115, 124–127, 324–327
D
Data flow diagrams (DFDs), 252, 254
Defense healthcare information system (DHS), 160–174, 377–378
IRS Consolidated report, 246–247, 256, 381–398
cost/benefit analysis, 392–394
functional area information needs, 382–389
information system requirements, 389–392
suggested implementation project, 394–398
Object Lifecycle Analysis, 252
suggested Success Factors, 168–171
Departmental management level IRS report, 238, 372, 381
Departmental manager interviews, 240, 245–246
Design documentation, 259, 266, See also Solution design and development
Design quality, 16
Development activities, 228–229, See also Solution design and development
E
Earned Value Analysis, 277
Entity relationship diagrams (ERDs), 254, 255f
Escrow clause, 179–180, 181, 216, 305
Estimation and forecasting, 310
Executive level IRS (executive board), 367, 373, 381
Executive management commitment, 25, See also Sponsors
Exposure calculation, 94
Extended entity-relationship (EER) model, 251–252
External risk, 146
F
Facilitator roles, 40–41, See also Coach/Facilitator roles
Activity Definition and Description, 325
Risk Response Matrix preparation, 331
Success Factors formulation, 122
SWOT analysis, 102
Final Accept-Testing, 24, 262–264
Financial risks, 145
Financial services order handling IRS section report, 399–411
Force majeure agreement, 357
Forecasting, 273–276, 295, 309, 310
FOSIS, See Defense healthcare information system
“Friends and Family Testing, ” 21
G
Games, 16
H
Help Desk, 84
HP Quality Manager, 278
Human resource-based service procurement, 184, 189
I
Implementation activities, 228, See also Strategy implementation
Information and Communication Technology (ICT) consulting enterprise case, 47–50
Information Requirements Study (IRS), 231–251, 265–266, 363–364, See also Object Lifecycle Analysis
activities, 239
areas of responsibility, 368–369
banking system swap case, 28–29, 62
case studies, 256
continuous quality improvement perspective, 224
defense healthcare case, 377–398
departmental management level, 239, 363, 366–367
executive board, 367
interviews, 365–366, 369–370, 380–381
departmental manager, 240, 245–246, 372, 381
quality assurance and review, 373
section, 239–240, 244–245, 370–372, 381
introduction to participants example, 363–375
IRS Reference Group, 235, 238, 239, 258, 260, 364, 365, 369
IRS Workgroup, 235, 239, 258, 260
kick-off meetings, 243
medical factory implementation case, 26
order handling section report example, 399–411
participant motivation, 242–243
PQA Workshop and, 250
Program Office and, 294
Workflow-based requirements specification, 231–234
Information Requirements Study (IRS), Consolidated report, 232, 233–234, 238–240, 250, 266, 367–368, See also Object Lifecycle Analysis
approval of, 239
case studies, 256
defense healthcare case, 381–398
cost/benefit analysis, 392–394
functional area information needs, 382–389
information system requirements, 389–392
suggested implementation project, 394–398
process duration estimation, 240–242
sectional level, 238, 245, 370–372, 381, 399–411
Information technology (IT) infrastructure environment, 153, 178, 180, 260, 305, 320, 321
internal IT employee commitment, 196–197
Installation test, 180, 182, 305
Intellectual property rights, 356
Internal risk, 146
ISO 9000 standards, 3
ITIL, 178
K
Key performance indicators (KPIs), 13, 223, 271, 276–279, 311
benefit delivery measurement limitations, 284
compound expected value, 286–287, 296, 311
corporate KPI examples, 285f
corporate scoreboards, 292
higher-level corporate KPI, 292
solution quality evaluation, 280–283
Knowledge management center, 64
Krag, Jens Otto, 33
L
Leadership, strategy quality and, 32–33
Logistical risks, 145
Lyngso Information Industry, 7
Lyngso Model, 2, See also Agile strategy management methods and techniques
M
Manager interviews, 240, 245–246
Military healthcare information system, See Defense healthcare information system (DHS)
Mission and vision statements, 13, 119–121, 323, 324, 335–337
Monte Carlo simulated forecasting, 274–276
N
Negotiation, 269–273, 289–290, 295
“No conflict” solutions, 105, 317
“No excuse for failure” principle, 15, 23–24, 35, 66, 81–83, 300–302
contractual terms, 193
key stakeholder motivation, 81–82, 301–302
risk by not complying with, 82–83, 301
Strategy Governance Team and, 73
Workgroup Manager communication management, 289–290, 312
O
Object Lifecycle Analysis (OLA), 26, 28–29, 30, 225, 231, 248, 251–253, 266, 364, 373–374
extended entity approach, 251–252
solution design and development and, 257
Object Lifecycle Matrices (OLM), 248, 253
Object-oriented functional design, 225
Opportunity-based planning, 95
Organization objects, 12, 45, 100
Organogram, 44
P
Planning, See also PQA Workshop
master plan and top level process, 174
opportunities to work agile, 280, 295
PQA Workshop review meetings, 130–132
Project Office functions, 64, 278
risk management and, 93–95, See also Process Quality Assurance; Risk management
Strategic Initiative planning workshops, 146–148, 176
Workgroup Teams and, 79
Planning Information System, 291, 312, See also Project management information systems
Political risks, 146
PowerPoint presentations, 111, 114–115
PQA, See Process Quality Assurance
PQA Matrix, 127–129, 133, 171, 253, 330, 343
PQA Teams, 67–69, 74–76, 92, 106–107, 300, 318–319
Activity Description and, 132
change management role, 75
Critical Success Factors definition, 124–127
incomplete teams, 130
master plan and top level process, 95
PQA review meetings and, 130
preparing for PQA and PQA Workshop, 110–112, 323
Strategy Governance Team and, 72, 74–75, 103, 106
PQA Workshop, 22, 103, 110, 176, 316–317, 339–343
Activity Description, 129–130, 131, 132–140, 142, 172–174, 327, 330–332, 344–351
activity manager assignment, 129, 326
activity quality evaluation, 326
banking system swap case, 149–159
catalog supplier case, 148, 334–351
defense healthcare case, 165–171
IRS Consolidated report and, 250
key stakeholder involvement, 111–112
one-day workshop, 108
personal visions and missions definition, 119–121, 166–168, 324, 329, 337–339
PowerPoint presentations, 111, 114–115
PQA Matrix with Activity Definition, 127–129, 133, 171, 339–343
PQA process and Workshop introduction, 112–113
PQA product, 318
PQA Team preparation for, 110–112, 323
question and answer session, 116–118
review meetings, 95, 130–132, 140–142, 326
basic Activity Description, 142
Project Office support, 140–142
risk management-based review, 142–146
Strategic Initiative planning, 146–148, 176
Success Factors/CSF suggestions and definitions, 115, 121–127, 168–171, 324–325, 339–343
Process Governance Team, 41, 67, 77–78, 92, 300
members, 78
sponsor role, 104
Workgroup Manager communication management, 289
Process Quality Assurance (PQA), 17, 22–23, 103–104, 175, 303, 327, See also PQA Workshop
banking system swap case, 28, 149–159
communication plan, 104, 333–334
communication tool, 288
complications from non-standard PQA, 156–158
continuous quality improvement perspective, 224
DANCOIN cash card case, 117
defense healthcare case, 160–174
destructive conflict prevention, 104–106, 317–318
dialogue with key stakeholders, 46
estimation and forecasting, 273, 310
initiating work, 328
introduction to participants example, 315–334
agenda and PQA Workshop activities, 324–327
post-workshop activities, 327–329
knowledge sharing, 115f
opportunity-based planning, 95
post-workshop documentation, 330–334
PQA process, 319
Program Office and, 294
quality management limitations, 96
risk management and, 22, 93–95, 103–104, 302
scope establishment and, 17–18, 23, 98
solution design and development and, 257
Strategy Governance Team and, 72
SWOT analysis, 98
teams, See PQA Teams
Procurement, See Solution provider procurement
Product objects, 45
Program Office, 63, 64–65, 72, 91, 92, 133, 159, 176, 293–294, 296, 299
Project and program tracking, 97, 104, 276–279, 304, 309, 311, See also Key performance indicators
Project Office functions, 64, 80, 292–293
Strategic Initiative planning and scheduling decision making, 147
Workgroup Manager communication management, 291
Workgroup Teams and, 79
Project management, PQA and risk management, 94–95, See also Process Quality Assurance; Risk management
Project management information systems, 80, 278, 291, 300
catalog order management example, 50–52, 334–351
consulting enterprise initiative example, 47–50
Project Office and, 64
Strategic Initiative planning workshops and, 147
Project management rules and culture, 328, 339–340
Project Office, 63–64, 91, 176, 278–279, 296, 299
Coach/Facilitator role and, 40
communication support, 292–293, 312–313
PQA Workshop review meetings and, 140–142
Strategic Initiative planning workshops and, 147–148
Workgroup Manager communication management, 291
Workgroup Teams and, 80
Project Requirements Document (PRD), 329
Q
Quality and Project Management (QM/PM) activities, 229–230, 265
Quality assurance, 11, See also Strategy Quality Management
Workgroup Teams and, 80
Quality control, 12
Quality improvement, 12
Quality Management (QM), See Strategy Quality Management
Quality management COTS, 278
Quality management objects, 11–12
Quality objects, See Strategy quality objects
R
Registration of time spent, 48
Requirements specification, 43, 273, 310, See also Information Requirements Study; Workflow documentation
COTS system procurement issues, 6, 28, 179, 182, 187, 190, 193–194, 304
call for tender, 197
IRS Consolidated report as, 241
strategy implementation and, 222, 307–308
Workgroup Team results delivery, 79
Resistance to change, 14
Risk management, 93–95, 103–104, 174
banking system swap case, 157–158
human resource-based service procurement, 189
PQA and, 22, 93–95, 103–104, 302
PQA Workshop review, 131, 142–146
Program Office and, 294
risk manager Activity Description, 158
Risk Response Matrix, 143, 331–332
solution provider procurement, 179–181, 219
banking system swap case, 183–188
strategy quality and risk, 32, 302–303
working with sponsor and core stakeholder risk, 87–90
Risk Response Matrix, 143, 331–332
S
Schedule Performance Index, 277
Scope of strategic initiatives, 17–18, 22, 42, 76, 97–98, See also PQA workshop
cascading PQA process, 106
Sectional level IRS report, 238, 245, 370–372, 381, 399–411
Section interviews, 239–240, 244–245
Security transaction order handling example, 399–411
Self-organizing teams, 16, 65, 91
Service Level Agreement (SLA), 184, 306
Simulated Accept-Testing (SAT), 15, 23–24, 35, 222, 259–264, 266
agile work breakdown structure, 280
banking system swap case, 30
medical factory implementation case, 26
result documentation, 262
self-organizing teams and, 16
test model, 261
Six Sigma, 3
SMART solutions (Specific, Measurable, Achievable, Realistic, Time bound)
Critical Success Factors, 125
SAT workshop objectives, 230
Success Factors, 122
vision statements, 121
Solution design and development, 223, 225, 228–229, 252, 256–259, See also Object Lifecycle Analysis
Solution operation kick-off, 264
Solution provider procurement, 177, 304–306, See also COTS (Commodity Off The Shelf) solutions
banking system swap case, 28
choice of solution providers, 216–218
contractor solicitation, 194–197
core-banking COTS setup proposals, 217–219
Framework Agreement, 215
internal IT employees and, 196–197
Workflow and Workpackage documentation, 197–214
contractual terms, See Contracts
human resource-based service evaluation, 184, 189
organization components, 178
requirements specification and, 187, 190, 193–194, 304
risk management, 179–181, 183–188, 219
Service Level Agreement (SLA), 184
turnkey solutions, 182, 186–188
using multiple vendors, 194, 209
Solution quality evaluation, 280–283
banking system swap case, 59
catalog order management improvement initiative, 52, 148
consulting enterprise project management improvement initiative, 48
early forecasts, 274
Governance Team communication, 291–292
IRS Consolidated report ownership, 249
IRS kick-off meeting and, 243
original sponsor and key stakeholder risk, 87–90
PQA Workshop and, 111–112, 114
Process Governance Team role, 104
Strategy Governance Team and, 74
strong sponsor example, 89
team building and, 299
IRS-based solution architecture development and, 257–258
“no excuse for failure” principle, 81–82, 301–302
Stakeholders, 297–298, See also Sponsors; Team building
agile principles and satisfaction of, 14
communication and making happy, 38
consequences of leaving out potential key stakeholders, 19–22
expectations for benefits from initiative, 10
key stakeholder selection examples, 46–63, See also Team building
ownership of results, 7, 14, 159
scope establishment and, 17–18
working with sponsor and core stakeholder risk, 87–90
advantages of Lyngso agile strategy management, 11
Agile Quality Management, 9–11
strategy implementation and governance, 98
Strategic Initiative planning workshops, 146–148, 176
importance of synchronization, 5–7
organization, 116
scope of, 17–18, 22, 42, 76, 97–98
stakeholders and enabling a good start, 38–39
support organizations, 63–65, See also Program Office; Project Office
uncertainty of results, 268–269, 294
Strategic initiative sponsor, See Sponsors
Strategy, See Corporate strategy
Strategy governance, 267, 308–309
agile management, 280
Governance Teams and Sponsors, 291–292
Project Office support, 292–293
Workgroup Manager and, 289–292
compound expected value, 286–287
estimation and forecasting, 273–276, 295, 310
high-level KPI and, 292
need for performance indicators, 271, See also Key performance indicators
negotiation, 269–273, 289–290, 295, 309–310
Program Office role, 133
solution quality evaluation, 280–283
standards, 98
Strategy Governance Team, 67, 71–75, 102–103, 300
banking system swap case, 59, 62–63, 190, 191
catalog order management improvement initiative, 52
communication and communication support, 291–294
consulting enterprise project management improvement initiative, 49
defense healthcare case, 160
Information Requirements Study (IRS) and, 234, 239, 240
inter-team communication, 73
master plan and top level process, 95, 174
PQA process and PQA Team establishment, 72
Program Office and, 159, 293–294
structure, 68f
SWOT analysis, 71
top-level PQA Team, 74–75, 103, 106
Strategy implementation, 221, 264, 306–307, See also Accept-Testing; Information Requirements Study
aligning activities and strategy under changing conditions, 221–222
coffee bean strategy, 225–228, 307–308
development activities, 228–229
implementation activities, 228, 307–308
Quality and Project Management (QM/PM) activities, 228–229
continuous quality improvement perspective, 223–225, See also Strategy Quality Management
“no conflict” process, 105
solution design and development, 223, 225, 228–229, 252, 256–259
solution operation kick-off, 264
standards, 98
Strategy Quality Management (SQM), 30–31, 96–99, 302–304, See also Process Quality Assurance
coffee bean strategy, 98–99, 227–228
communication plan, 104, 333–334
corporate strategic framework, 101–102
facilitation and initiation, 101–103
Quality and Project Management (QM/PM) activities, 229–230, 265
Strategy quality objects, 9, 31f, 45–46, 99–101, 224f, See also Critical Success Factors; Success Factors
quality management objects, 11–12
Success Factors, 28, 100–101, 103, 121–124, 175, 273, 310, See also Critical Success Factors
answering questions regarding, 116–117
catalog supplier case, 339–343
defense healthcare case, 168–171
elements, 116f
evaluating suggestions, 123–124
PQA Matrix with Activity Definition, 127–129
PQA Workshop and, 115, 121–124, 324–325
solution design and development and, 257
Sustainable development, 15
Swiss Hermes Standard, 98
SWOT (Strength, Weakness, Opportunity, Threat) analysis, 71, 97–98, 102
Synergy
conflict and, 82
Quality Management activities and, 227
team building and, 37
System as a Service (SaaS) solutions, 181
Systems Management, 225
T
Team building, 22–23, 35, 37–38, 298–302, See also PQA Teams; PQA workshop; Strategy Governance Team
agile principles, 65
Coach/Facilitator roles, 40–41
communication and inter-team cooperation, 67, 73
cross team membership, 81
incomplete teams, 130
key stakeholder selection examples, 46–63
bank information systems swap, 53–62
catalog order management improvement, 50–52
consulting enterprise project management improvement, 47–50
Process Governance Team, 41
procurement team and risk management, 183
solution design and development and, 257
stakeholder motivation, 81–82, 301–302, See also “No excuse for failure” principle
strategy quality and people, 31–32
team types, 65–81, 300, See also specific types
Process Governance Team, 67, 77–78
Strategy Governance Team, 67, 71–75
Technical design, 225
Technical excellence, 15
Technical risks, 145
Time-based Schedule Performance Index [SPI(t)], 277
Tracking of progress, See Project and program tracking
Turnkey COTS solutions, 182, 186–188
U
Uncertainty in strategic initiatives, 268–269, 294
early forecasts, 274
Unknown unknowns, 41–43, 91, 94, 302
Use cases, 222, 273, 280–281, 304
User guide documentation, 259, 260, 266, 350–351
Use Stories, 79
V
Vision statement, 13, 119–121, 166–168, 323, 324, 329, 337–339
W
banking system swap case, 30, 85–87, 150
Help Desk and, 84
Web catalog factory (WCAT) case, 50–52, 148–149, 335–337
PQA Workshop results Activity Description, 344–351
critical and suggested Success Factors, 339–343
personal visions and missions definition, 337–339
PQA Matrix, 343
Work Breakdown Structure (WBS), 48, 97, 98–99, 280, 304, 324–325, 327, 332
Work Breakdown Structure (WBS) dictionary, 332, 334
Workflow documentation, 29, 153, 190, 193–194, See also Requirements specification
IRS and, 231–234, 242, See also Information Requirements Study
solution design and development and, 257
Workflow Workgroups, 235, 238, 242
Workgroup Manager communication management, 289–292, 296, 312–313
Workgroup Teams, 69, 79–80, 92, 176, 278, 300, 312
Activity Description and, 132, 133
banking system swap case, 152–156, 190
negotiation with, 270
planning and tracking functions, 79
Strategy Governance Team and, 72
War Room meetings, 85
Working solution components, 15