Improving the Improving the R&D/Support R&D/Support RelationshipRelationship
Karen HerzogKaren HerzogVice President, Support ServicesVice President, Support Services
McKessonMcKessonSCP ShowcaseSCP Showcase
November 10-11, 2004November 10-11, 2004
In the beginning…..In the beginning…..
Not much understanding of each other’s Not much understanding of each other’s processesprocesses
Not much communication between teamsNot much communication between teams
No R&D time allocated to Support issuesNo R&D time allocated to Support issues
Poor prioritization of test suitesPoor prioritization of test suites
No informed prioritization of defectsNo informed prioritization of defects
R&D on
other
side
Support and R&D worked very hard to meet individual goals, however, Support and R&D worked very hard to meet individual goals, however, like most Support/R&D environments, those goals were not aligned.like most Support/R&D environments, those goals were not aligned.
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
Support Support 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams Members are: Project Manager, Design, R&D, Members are: Project Manager, Design, R&D,
QM, Support, Technical Services and QM, Support, Technical Services and DocumentationDocumentation
Support representative responsibilities:Support representative responsibilities:– acts as the customer advocateacts as the customer advocate
– gain knowledge about the projectgain knowledge about the project
– identify potential areas of concern from identify potential areas of concern from a Support perspectivea Support perspective
– contribute opinions on the contribute opinions on the projectproject
– develop Support training develop Support training planplan
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
Support Support 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
Improving Support/R&D Improving Support/R&D CommunicationCommunication
QA Organization Reports through QA Organization Reports through SupportSupport Formal handoffs:Formal handoffs:
– R&D to QAR&D to QA
– QA to SupportQA to Support Support participation in the QA processSupport participation in the QA process
– testingtesting
– risk analysisrisk analysis Building of e-answers Building of e-answers
articles articles
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
SupportSupport 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
Improving Support/R&D Improving Support/R&D CommunicationCommunication
25% R&D time allocated to maintenance25% R&D time allocated to maintenance Eliminates conflicts with enhancement projectsEliminates conflicts with enhancement projects Review of backlogReview of backlog
– analysis of backloganalysis of backlog
– recommendations to recommendations to address backlogaddress backlog
– monthly review of monthly review of backlogbacklog
25% allocation also 25% allocation also applies to QAapplies to QA
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
Support Support 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
R&D Monthly ScorecardR&D Monthly ScorecardAs of: June 2004Product: HPM
Rel 7.1 Rel 8.0 Rel 9.0 Rel 10.0
Total Defects per 100 Development Hours
14.5 1.415 0.724 0.314
Total Severe Defects per 100 Development Hours
5.3 0.379 0.080 0.055
R&D Handoff to QM Variance 0.0% 0.5%
July 2003
Aug 2003
Sept 2003
Oct 2003
Nov 2003
Dec 2003
Jan 2004
Feb 2004
Mar 2004
Apr 2004
May 2004
June 2004
Total Defects Open Backlog (all) Reported by Customer Found Inhouse 9.0 Open PCRs 10.0 Open PCRs
22658
16825
20854
15425
19252
14017
18750
13717
18159
12214
18861
12716
19463
13120
19260
13226
18357
12623
20369
13436
19864
134n/a
20762
145n/a24
Total Defects Open Backlog (Severe) Reported by Customer Found Inhouse 9.0 Severe PCRs 10.0 Severe PCRs
12482
15872
12483
10372
7250
9451
9450
7250
10550
6242
725
n/a
121
11n/a
8
Total Defects Closed 42 65 55 58 53 55 9 12 35 46 11 19 Reported by Customer Found Inhouse
834
956
1639
1741
2033
2728
54
102
2015
2620
74
6013
Median Days until QM Handoff (downloaded PCRs)
6.28571 3.25 14.875 1.125 3.2 3.4 7.2 8 1 2 4.71429 1.4
Incomplete Fixes (Monthly) 0.0% 3.1% 0.0% 3.4% 9.4% 9.1% 11.1% 16.7% 2.9% 23.9% 27.3% 9.1%
Incomplete Fixes (Rolling 12 months) 0.0% 1.9% 1.2% 1.8% 3.3% 4.3% 4.5% 4.9% 4.7% 6.7% 7.3% 7.2%
Raw numbers: 33 divided by sum of "Total Defects Closed" Raw numbers: 7/5 Raw numbers: 1/11
Total Hours: 10819Total PCRs = 58Total Current = 34 Pre GA = 34 Post GA =GA =3 Mo After =
Total Hours: 10819Total PCRs = 14Total Current = 6 Pre GA = 6 Post GA =
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
Support Support 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
Improving Support/R&D Improving Support/R&D CommunicationCommunication
PCR Review ProcessPCR Review Process PCR Review Team: R&D, QM, PCR Review Team: R&D, QM, SupportSupport, ,
Technical Services, DocumentationTechnical Services, Documentation Assign target build based upon customer Assign target build based upon customer
need/impact and internal constraintsneed/impact and internal constraints Prioritize defects to ensure R&D is focused Prioritize defects to ensure R&D is focused
on most critical issueson most critical issues Weekly review and assignment of PCRsWeekly review and assignment of PCRs
– review PCRsreview PCRs– review resolved PCRs for accuracy – R&D is review resolved PCRs for accuracy – R&D is
responsible for resolutionsresponsible for resolutions
Improving Support/R&D Improving Support/R&D CommunicationCommunication
Cross-Functional Design TeamsCross-Functional Design Teams QA Organization Reports through QA Organization Reports through
Support Support 25% R&D Time Allocated to 25% R&D Time Allocated to
MaintenanceMaintenance R&D ScorecardR&D Scorecard PCR Review ProcessPCR Review Process Severe Escalation ProcessSevere Escalation Process
Notification
- or -
Validation Plan (QM)
Support Analyst logs NEW PCR with
Severity = SEVERE
PCR Review Team escalates existing PCR to Severity =
SEVERE
Action Plan (R&D)
Within 1 Business Day R&D must respond with the following:
To: REPLY TO ALLSubject: Product Line: - Severe PCR # - R&D
Content: Areas Impacted R&D Resource Estimates Time Estimates - or – Time estimates for further evaluation Resources required
** RECEIVED IN QM by Team Leads **
Within 1 Business Day QM Analyst must respond with the following:
To: REPLY TO ALLSubject: Product Line: - Severe PCR # - R&D - QM
Content: Areas for Validation Time Estimates - or – Time estimates for further evaluation Resources required
To: DL APG PDS PCR Review Team (if PDS)- or -
DL APG AD/HBI PCR Review Team (if AD/HBI)- or -
DL APG TSTAR PCR Review Team (if TSTAR)
Subject: Product Line: - Severe PCR #
Content: Product Name Summary Description Desired Resolution Date
QM Team Leads
Assigns PCR to QM Analyst Forwards e-mail to QM Analyst assigned to PCR
Add note to PCR with detailed Action Plan notes. Subject = Action Plan
E-mail with contents of PCR note must be added to original e-mail, Reply to All, append “- R&D” to subject line
Add note to PCR with detailed Validation Plan notes. Subject = Validation Plan
E-mail with contents of PCR note must be added to original e-mail, Reply to All, append “- QM” to subject line
PCR is documented Support can communicate most current information to customer
SEVERE PCR ESCALATION PROCESS Quick response time to customer Everyone is kept “in the loop” via e-mail
Overall Goals
*** WHEN TESTING IS COMPLETE ***
E-mail is sent by the QM Analyst to appropriate PCR Review Team stating
that testing is complete.
*** WHEN CODING IS COMPLETE ***
Email is sent to the PCR Review team w/ ART in the subject line. This begins the
“Resolution Review process” between R&D and Doc.
Assignment of Target DatePCR Review team Support member evaluates info from R&D and QM
Enters Target Date Forwards information to PCR Review Team
The originator of the Escalation is responsible to Continually Update the SLA tracking document. \\amhmain\data\share\APG_Prod_Supp\Tracking_documents\SLA_Spreadsheet.xls
Support and R&D UniteSupport and R&D Unite
Additional ImprovementsAdditional Improvements
SWAT meetingSWAT meeting Initiated by SupportInitiated by Support Cross-functional team membersCross-functional team members Focused effort to resolve critical customer issuesFocused effort to resolve critical customer issues
R&D case processR&D case process During the instances of staffing shortages within During the instances of staffing shortages within
Support, R&D resources will be available to Tier-2 Support, R&D resources will be available to Tier-2 Support to help troubleshoot and resolve cases Support to help troubleshoot and resolve cases logged by customerslogged by customers
Support Beta customersSupport Beta customers Evaluate beta issues and prioritize for internal Evaluate beta issues and prioritize for internal
discussiondiscussion Enables R&D to work on specific customer issuesEnables R&D to work on specific customer issues
Additional ImprovementsAdditional Improvements
Release Planning MeetingsRelease Planning Meetings Bi-weekly review of hot customer issuesBi-weekly review of hot customer issues
Change Control BoardChange Control Board Assess impact of requested changes to the Assess impact of requested changes to the
release processrelease process
Maintenance Project ManagerMaintenance Project Manager Focus on resolving PCR backlog and customer Focus on resolving PCR backlog and customer
issuesissues
SummarySummary
It can be done!It can be done! Needs to be an organizational decisionNeeds to be an organizational decision Benefits:Benefits:
better all-around understandingbetter all-around understanding everyone has a role in customer satisfactioneveryone has a role in customer satisfaction team approachteam approach accountabilityaccountability better communicationbetter communication
Questions?Questions?