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Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
KGS2750 Prosperity Ave
Suite 300Fairfax, VA 22031
www.kforcegov.com
ASQ Austin SectionIntegrated Rolling Wave
Jobby Johnsonrjohnson@kforcegov.comFebruary 13, 2013
Disclaimer of Endorsement: Reference herein to the U.S. Department of Veterans Affairs (VA) does not constitute or imply VA’s endorsement, recommendation, or favoring of KGS or its products and services. The views and opinions of KGS do not state or reflect those of the United States Government, and shall not be used for advertising or product endorsement purposes.
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
Why is this important to me?Urgent Not Urgent
Important
Not Important
Work Life & Load Balance!!
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
VA Background The Veterans Affairs (VA) is the second largest
department in the Federal government. Office of Information Technology (OIT) – Enterprise
Operations (EO) is responsible for maintaining five separate major data centers with over 2,400 servers which run a majority of the VA’s applications.
The KGS Lean Six Sigma team working as a subcontractor under the SMS prime contract deployed their unique process improvement methodology to support EO.
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Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
Recommended Approach
After observing the EO’s daily operations tempo, we realized the standard Lean Six Sigma (LSS) project approach of four to six months would not work.
Instead, we recommended KGS’s Integrated Rolling Wave (IRW) approach, which combines: Project Management Institute’s (PMI’s) Rolling
Wave Agile’s sprint philosophy – a set period of time
during which specific work has to be completed and made ready for review
LSS Rapid Improvement Events (RIEs)4
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government. 5
Stakeholder Identification and Analysis
Based on experience, we believe that stakeholder identification and engagement is crucial to change adoption and the scheduling of quick-hit wins. Any stakeholder can be grouped into one of the following categories.
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Stakeholder Identification and Analysis
Innovators – These stakeholders require no prodding or encouragement; they generally initiate or embrace change.
Early Adopters – An Early Adopter is considered to be the target audience for each event; others will typically follow where they lead.
Late Majority – These stakeholders generally wait until others have participated in the effort first.
Non-Adopters – Our team communicates with Non-Adopters and engages them with the appropriate level of respect. However, they are not the focus of our energy.
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The Value of the IRW Approach
The IRW approach allowed the LSS team to quickly execute Continuous Improvement Programs. The success of these programs increased: Visibility to stakeholders Confidence in the program Adoption of the improvements
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Benefits
Challenge: The VA demanded results and our team had to show value quickly. Identifying & working with engaged stakeholders and
executing rapid projects intended to show value; VA stakeholder appreciation and collaboration increased. Our team enabled the VA to establish a new resource capacity planning (RCP) organization within 90 days
Replication Key to Maximization This fast track approach was then elevated to OIT
System Design and Engineering (SDE), which enabled RCP at the SDE enterprise level.
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Governance Board
The LSS team recommended the creation of a Governance Board to: Establish stakeholder roles and responsibilities Authorize Continuous Performance Improvement
(CPI) initiatives Oversee project adoption
The Board was charged with approving sprint projects and developing a timeline for implementation. They also decided which projects should be replicated and adopted in other geographical locations.
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Project Selection Approach
The LSS team considered three methods to evaluate projects: Top Down (Leadership Driven) Bottom Up (Ideation) Selective Value Stream Mapping (VSM)
The LSS Master Black Belt recommended a VSM approach to identify efficiency opportunities and used Nominal Group Technique (a combination of brainstorming, affinitization, and prioritization) with VSM as a way to brainstorm ideas for improvement.
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VA Demand VSM
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VA Provisioning VSM
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Turnkey
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Opportunity Identification and Prioritization
During the evaluation, the LSS team identified 87 efficiency opportunities and placed them into one of the following four affinity groupings: Knowledge Management Process Management Human Capital Management Information Management
The LSS team developed weighted criteria to prioritize opportunities.
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VA Demand VSA and VSM
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They then stack ranked and scored each opportunity based upon the previously established criteria.
IMPACT OBJECTIVES
Increased
Efficiency
Increased
Accuracy
Increased
Reporting
Removes
Delays in
Process
Overall
Impact
Score
Time Ratin
g
Cost Rating
Overall
Score
Doesn’t Impact
Compliance
All Original Items
Weight Y/N
# ProvisioningPotential Improvements
10 10 7 10
Example Improvement
4 5 0 3 120 2 5 1200 Y
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Classifying Opportunities
In addition, the team created improvement, scope, and problem statements for each opportunity.
During the next step, the team selected the appropriate approach: Just Do it (JDI) – Used when the solution was clear Rapid Improvement Event (RIE) – Used for “quick-hit”
wins Standard Project (Two to Three Months) – Used when
more time was necessary to complete the effort As appropriate, some opportunities were scoped together
so they could be addressed at the same time.
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VA Demand VSA and VSM
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Finally, the weighted improvements then were rank ordered for implementation. This resulted in twelve JDIs, 39 RIEs, and three standard projects.
CONSOLIDATED PROBLEM STATEMENT IMPROVEMENT STATEMENTTYPE OF PROJECT
AVERAGEPROCESS OWNER
1Requirements are defined on different platforms
Create a single document that contains all customer requirements (e.g., housed on UNIX, Wintel, or Database)
Just Do It 5021
4People are not logging time to the appropriate activities
Ensure personnel enter time correctly for the right activity
RIE 4766
30 Log time to appropriate activity for activity-based metrics
4375
6Associates can benefit from additional training as roles evolve.
Change Plan for Training – Who needs training? What's the right training? How effective was the training?
Extended Projects
2054
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Scheduling the Events The prioritization matrix, resource availability, and the
priority of the client were the biggest drivers for scheduling events.
Next, we considered the stakeholder analysis to ensure Innovators and the Early Majority were engaged during the first events.
Finally, the team selected events that drove improvements to support the RCP.
45-day sprints were used to conduct the RIEs and JDIs.
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Sprint Approach
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RIE ROADMAP
28 May – 1 Jun 4 Jun – 8 Jun 11 Jun – 15 Jun 18 Jun – 22 Jun 25 Jun – 29 Jun 2 Jul – 6 Jul 9 Jul – 13 Jul 16 Jul – 20 Jul
ProvisioningImprove Demand Process
Improve Demand Process
Improve Demand Process
Improve Demand Process
Intake Process
Server Provisioning Streamline Project
Server Provisioning Streamline Project
Server Provisioning Streamline Project
Server Provisioning Streamline Project
Define Roles and Responsibilities
Roles and Responsibilities
Roles and Responsibilities
Roles and Responsibilities
C&A Process Improvement
C&A Process Improvement
C&A Process Improvement
C&A Process Improvement
Service Catalogue Review/ Communication Process
Service Catalogue Review/ Communication Process
Service Catalogue Review/ Communication Process
Service Catalogue Review/ Communication Process
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
Improve Capacity Management
JDI ROADMAP
28 May – 1 Jun 4 Jun – 8 Jun 11 Jun – 15 Jun 18 Jun – 22 Jun 25 Jun – 29 Jun 2 Jul – 6 Jul 9 Jul – 13 Jul 16 Jul – 20 Jul
Demand Checklist Create Hardware Specifications Checklist
PM/Customer Communication Plan
Update Business Requirements Form
Standards for build apps, policy, and escalations
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Methodology Tools
Supplier, Input, Process, Output and Customer Analysis VSM Value Stream Analysis (VSA) Nominal Group Technique Cause and Effect Diagrams (Fishbone) Failure Mode and Effects Analysis (FMEA) Functional Requirements Document Responsible, Accountable, Consult, Informed (RACI)
Chart
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Case Study One - Provisioning Process
Problem: Management desired to increase provisioning delivery times.
Goal(s): Identify tasks to eliminate or streamline Speed up completed handoffs Reduce overall cycle time
Project Scope: Scope focused on looking at the provisioning though change orders Hardware Device Install, Operating System Install, and Database Install.
The next slides show which tools were used.
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SIPOC
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMERS
Server Vendor Change Order Receive Server from Vendor Release Approval End User
Project Manager Purchased Server Admin Review Configured Server Ready to Use Development Group
Program Manager Cables Program Review
E-Board Policies and Procedures Attach Documents
Senior Management Contracts/SLA with Customer Platform Mgmt Approved
Storage Connectivity
Technical Security Review
Approve Location
Configure Location
Power Preparation
Log Asset Inventory
Warehouse Checkout
Network Cabling
Network/IP/Port Assignments
Storage Connectivity
Install the Server/Update DNS
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VSM (Partial)
Duplicate Process Review
Earlier in Contract Process
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Value Stream Analysis
Total PT Total ET PT/ET Ratio VA Time VA/ET Ratio NVA Time NVA/ET Ratio N time N/ET
Hardware Provisioning 635 7830 8.11% 405 5.17% 1920 24.52% 5505 70.31%
OS Install 505 7015 7.20% 295 4.21% 1440 20.53% 5280 75.27%
DB Install 310 6270 4.94% 120 1.91% 960 15.31% 5190 82.78%
Total 1450 21115 6.87% 820 3.88% 4320 20.46% 15975 75.66%
PT = Process Time
ET = Elapsed Time
VA = Value added
N = Necessary
NVA = Non-value Added Activity
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Affinity Diagram
Used to organize qualitative data:
Arrange ideas in logical categories Combine/clarify a large amount of ideas Help create consensus Identify trends and patterns Refine and define ideas
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Affinity Diagram
Steps to Complete:
Generate and collect ideas Group ideas into logical
categories Select titles for categories Refine and consolidate the
categories
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Results of Provisioning Event
The team used an Affinity Diagram to brainstorm improvements ideas from the VSM.
We grouped ideas together, eliminated duplicates, and consolidated the same ideas into one improvement action. This resulted in 63 ideas grouped into 29 improvements.
We then prioritized 29 improvements using weighted criteria. The 15 top priorities were selected and action plans created.
This resulted in a 20-percent improvement in cycle time in the provisioning process.
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Case Study Two – Available Equipment
Problem: Some servers and IT equipment sit available in the warehouse longer than expected.
Goal(s): Understand and eliminate the causes of aging
equipment Create a list of unallocated and serviceable
equipment. Process governance and trigger points for the list
Project Scope: Look at available servers and IT equipment more then six months old. (This did not include software or software licenses.)
The next slides show which tools were used.
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Cause and Effect Diagram (Fishbone)
Represents potential causes
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FMEA
Potential Failure ModesImpa
ctOCC DET RPN
Recommended Actions
Responsible Person
Target Date
Process and Vendor
Comes Off the Floor and Still Usable 3 3 1 9
Decision Outside of organization to Send Equipment Not Usable – Underpowered
9 1 9 81 2. Take Action
Shipped to Wrong Place – We Receive Equipment that Does Not Belong to Us
3 3 1 9
Damaged in Transit 9 1 1 9
Ordered through Third Party and Doesn't Meet our Specifications 9 1 9 81 2. Take Action
Test Equipment Still Usable 9 9 3 243 1. Take Action
People
Wrong Information Sent to Contracting 3 1 9 27
Contracting Orders It Wrong – Not Sure What Was Needed 3 1 9 27
Customer
No Longer Funded (Cut Back) 9 3 9 243 1. Take Action
No Longer Needed 3 1 3 9
Cancelled due to Wanting Newer Technology 3 1 9 27
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Results of Available Equipment
The team used FMEA to develop action plans for the highest Risk Priority Number (RPN).
We prioritized 27 opportunities using Impact, Occurrence, and Detection scores of 1, 3 or 9.
The top eleven priorities were selected and action plans were created.
This effort resulted in an estimated savings of $500K in reused equipment.
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Case Study Three – RCP
Problem: The process to distribute resource capacity information is manual.
Goal(s): Customer wanted to decrease time to gather data. Improve visibility and access of capacity information
for current and planned (demand) work. Provide total cost of ownership of their portfolio.
Project Scope: Labor, Property, Materials, and Expenses The next slides show which tools were used.
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Recognizing and Driving the Need
It is important to guide a client to an understanding of the need for change management, rather than dictate the solution to them.
After discovery conversations, the LSS team recognized a need for Project Portfolio Management (PPM) and RCP. PPM provides total visibility into investments and RCP provides total cost of ownership.
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Project Portfolio Management The PPM approach integrates all focus areas and
provides insight into how EO will service customers and manage the cost of all EO investments.
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Resource Capacity Management
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The four focus areas have inter-dependencies with one another; when used together, they provide EO actionable, relevant, and accurate information on investments.
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Functional Requirements Document# CATEGORIES # SUB-CATEGORIES MEASURABLE OBJECTIVES
EXISTING TOOL FUNCTIONALITY
COMMENTS
1 Storage
1.1 SAN# of Ports
Switch capacity; VLAN
1.2 Disk
Disk Capacity (Gigabyte in mirrored paired)
Fiber Channel IO
Front and Back End IO
1.2.1 Thin Provisioning Device Pool Capacity (gigabyte in mirrored paired)
1.3 Internal Stand-alone Server Capacity Server Disk Capacity (gigabyte in mirrored paired)
1.4 External Stand-alone Server Capacity Server Disk Capacity (gigabyte in mirrored paired)
2 Facilities
2.1 Power Kilowatts
2.2 Space Sq. Ft
2.3 Cooling BTU
2.4 Cables Linear ft.
3 Networking
3.1 Ports Assignment
# of Ports
Switch Capacity
TCP/IP IO
3.2 IP Assignment
3.3 Circuit Utilization
3.4 Routers
3.5 Backup Network
4Virtual Machine Farms
4.1 VM Ware
Memory (by Gigabyte)
# of CPU
Fiber Channel IO
TCP/IP IO
Internal VM Storage (by Gigabyte)
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RACI ChartProcess
IDProcess
BR ID #
Business RuleRACI - RCP
RACI - PgM
RACI - Sol Arch
RACI - Cont Mgr
RACI - Res Mgr
1Automation with system analysts - data gathers, develop reports, and manage RCP applications
1.1Improve existing capability by using different tools to develop demand database, and labor data. Defining the requirements on these systems.
A C C C R
2Forecast and communicate future needs for each resource category (i.e. people & things)
2.1
Improve trending reports of current and future demand in the forecasting report monthly by labor category, by service, by customer and by product created automatically through existing tool. Also review data on demand as needed.
A R I I C
2Need to know fixed allocation/ variable allocation/ committed/non-committed
2.1.1Enables 2.1. Action to incorporate functionality into existing tool.
A R I I C
2
Must have access to forecasted annual plan of resource requirements by consumption rule to compete the labor portion of the annual business plan.
2.1.2Decrease time to create labor work load estimate and distribution portion
A R C I C
3Need to know how many and type of resources required for each service
3.1The team will update the organizational chart every month based on changes.
A I I I R
4Isolate release/consumption rates of resources
4.1Decrease time to develop monthly report to analyze the burn rate for current work for under burn or over burn.
A C I R
5Need to have authority to recommend assign/reassign resources by pool
5.1
Upon identification of a labor resource gap or excess, the RCP will coordinate the RCP, Resource Manager, and Program Manager to reach a consensus on how to address the gap or excess.
A R I R
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Results of RCP
The team used functional requirements and RACI chart to determine the requirements for the RCP.
We submitted an RCP pilot approach to EO management in two phases. Phase One – Demand labor capacity planning Phase Two for materials and properties and
technology improvements The successful pilot resulted in the implementation of
a permanent capability, which saved overtime for the resource managers who performed these functions.
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Summary
These three case studies are only a glimpse of the activity we supported over a nine-month period.
The team later pivoted to doing more the actions items and fewer events to add value and produce deliverables.
Over time, EO management approached the LSS team with additional requests for events and help with other projects. One example was to help with data center consolidation projects with more than 300 dispersed data centers and 20,000 servers. The success of the initial events showed that the KGS IRW approach provided value to their organization.
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Inter-relationships of Activities
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Conclusion
At the beginning of this project, the LSS team recognized the need for PPM and RCP. All other events fed into the RCP group, which had the biggest impact on the organization.
These initial efforts have led to additional success, as we continue work with EO and other organizations within VA OIT.
I will be available after this presentation if you have additional questions.
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
Proprietary and Confidential. © 2011 Kforce Government Solutions Inc. All Rights Reserved. References in this document to any specific commercial product, process, or service by trade name, trademark, manufacturer, or otherwise, do not necessarily constitute or imply its endorsement, recommendation, or favoring by Kforce Government Solutions or the U.S. Government.
KGS2750 Prosperity Ave
Suite 300Fairfax, VA 22031
www.kforcegov.com
QUESTIONS
Jobby JohnsonFebruary 13, 2013
Disclaimer of Endorsement: Reference herein to the U.S. Department of Veterans Affairs (VA) does not constitute or imply VA’s endorsement, recommendation, or favoring of KGS or its products and services. The views and opinions of KGS do not state or reflect those of the United States Government, and shall not be used for advertising or product endorsement purposes.