Date & Time

Format

1

Tuesday, May 3, 2005, 8:30 to 10:00 am Central Time

• We know the technology - What else do we need?
• A review of Symptoms, Problems & Traps - What have you seen go wrong?
• A review of the values and attributes that the training is intended to develop
• Exercise:  A Specialty Retailer needs a new computer system.  What do we do?
• Review actual case of Specialty Retailer

Newsletter 5 AS IS Master Flowchart

Newsletter 5 TO BE Master Flowchart

2

Tuesday, May 10, 2005, 8:30 to 10:00 am Central Time

• Exercise:  You are hired into a situation for your business skills – not your technical skills – but you see trouble looming.  Your predecessors have retained a consulting firm to design and build your new software product.  You see lots of paper, lots of meetings, lots of activity, lots of techno-whiz-bang demonstrations, but your gut tells you that solid progress is not being made.  What do you do?
• The "Staple Yourself to An Order" concept
• "Story Boarding" as tool to help customer think through what they need
• "Use Cases" as a tool to produce a good requirements document
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 10 Master Flow Chart

Newsletter 10 Use Cases

See article "Staple Yourself to an Order", by Shapiro, Rangan, and Sviokla, Harvard Business Review, originally published in 1992, Republished in Top-Line Growth, July-August, 2004.  Generally available online through your public library.

3

Tuesday, May 17, 2005, 8:30 to 10:00 am Central Time

• The Texas Instruments Accounts Payable Case
• How the software specification helped the project to survive
• The Dallas Consulting Company Software Case
• Exercise:  Discuss current project(s) under way.  How would you approach doing these projects based on this model?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 2A

Screen Flow Use Case Example Simple

ScreensFlowSimple WithSignOff.pdf

UseTestCasesSimple.pdf

Sales Use Cases Specialty Retailer

UseCaseScreens DetailBidPackage.pdf

4

Tuesday, May 24, 2005, 8:30 to 10:00 am Central Time

• What barriers do you run into in quantifying the value of software projects?
• Understanding the Fundamentals of Why Companies Spend Millions on Computer Systems
• The HOTFOOT Method of Quantifying the Value of Computer Projects
• Three examples of business case cost / benefit analysis for software projects
• Exercise:  Quantify the value of a project you are working on (or two)
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Ten Year ROI Analysis for Software Industry - Wall Street Journal, Monday, February 28, 2005

Requirements Log With Business Case

Business Case Payback Examples 1

Business Case Payback Examples 2 (best, password required)

Discuss how Div 3 of Large Services Company achieved a payback of $10,000 per day (more than $250,000 per year) from improvements in just one process!

5

Tuesday, May 31, 2005, 8:30 to 10:00 am Central Time

• The FOP JOPP RUAT SEAT Acronym:  Understanding What the Business Unit People Need to be Responsible For (Policy, Procedure, Job Definition, Picking Right People, Training, Organization Changes, Evaluation, Linking Pay to Performance)
• Specialty Retailer Case - Part II
• Quick Hit Projects, Medium Hit Projects, Longer Term Projects
• Exercise:  Discuss a current project.  What do the tools suggest for this project?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Informal: Newsletter 5

Formal: Services Company  Project Priorities List: Project Priorities Dots Quick Hits (password required)

Business Case Payback Examples 2     (best, password required)

6

Tuesday, June 7, 2005, 8:30 to 10:00 am Central Time

Large Reengineering Projects (Part 2)

• An inside look at a very large reengineering project

• Review two "AS-IS" Process Flows for a large reengineering project

• Exercise:  Describe the symptoms that are probably present, based on these flows.  What should be done?  What are the biggest potential pitfalls?

• Review time study / process efficiency findings to see why 100% to 500% improvement is possible

• Review two "TO-BE" possible solutions to process flow problems

• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

ProcessFlowASISLargeServices CoDiv1A.pdf (password required)

ProcessFlowASISLargeServices  CoDiv2.pdf (password required)

TimeStudyProcessEfficiency Detail.pdf (password required)

TimeStudyProcessEfficiency Summary14Projects.pdf (password required)

ProcessFlowTOBEServices CoMultipathDraft2.pdf (password required)

7

Tuesday, June 14, 2005, 8:30 to 10:00 am Central Time

• The "business unit functional diagram" as a place to start
• Mapping Undocumented, Complex Internal Systems
• Complex Web Integration Case Part II
• Turning around a project in trouble case part II
• Exercise:  Discuss a current, complex, difficult or troubled project.  What do the tools discussed suggest for this project?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

IntegrationFlowChartHard.pdf

Newsletter 10 Master Flow Chart

DallasMfrProblemsSuccessStory.pdf

Newsletter 3

8

Tuesday, June 21, 2005, 8:30 to 10:00 am Central Time

• Action Items Log
• Issues Log
• Meeting Minutes
• The "Out of Scope" List
• Interactive Project Planning
• The critical role of checklists
• Team guidelines
• Dealing with customers who will not perform their responsiblities
• Exercise:  Conduct an interactive project planning session with a current project
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Out Of Scope List

TeamGuidelines.pdf

Newsletter 15

Newsletter 2

Newsletter 2A

StatRptShowingCustResp AndFailure.pdf

9

Tuesday, June 28, 2005, 8:30 to 10:00 am Central Time

• Fundamentals of cross-organization teams and workshops
• Texas Instruments Accounts Receivable Case
• Outsourcing firm Case:  establishing a standard workshop for Energy industry clients
• Adding Customers and Suppliers to Cross-Functional Workshops
• Services Co New Client Process Case
• Exercise 1:  Practice interactive project planning on a current project.
• Exercise 2:  Draft the agenda for a workshop for a current, complex project
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Software Implementation Workshop

Flowchart for Bringing New Client On Board  (Confidential, Password Required)

Workshop for Bringing On New Clients (Confidential,  Password Required)

10

Tuesday, July 5, 2005, 8:30 to 10:00 am Central Time

• Dealing with Customers
• Dealing with Other Departments
• Dealing with 3rd Parties
• Requirements (Functional Specifications)
• High Level Design
• Detailed Design
• Production Cutover
• Project Planning
• Risk Management
• Test Planning & Testing
• User Acceptance
• Exercise:  What is left out of the checklists?  What do you use for personal checklists?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

CustomerContractChecklist.pdf

OtherDeptChecklist.pdf

ThirdPartyRespChecklist.pdf

FunctionalSpecificationChecklist.pdf

HighLevelDesignOOMEstimate Checklist.pdf

DetailedDesignChecklist.pdf

ProductionCutoverChecklist.pdf

ProjectPlanChecklist.pdf

RiskManagementChecklist.pdf

TestPlanChecklist.pdf

UserAcceptanceChecklist.pdf

11

Tuesday, July 12, 2005, 8:30 to 10:00 am Central Time

• Review of Need for Process / RUAT Up Front Work
• WBS Concept
• Earned Value Concepts
• Exercise:  Review project plan for Telecom Company Case.  What is wrong?
• Estimating Checklist and Guidelines
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 15

SimpleProjectPlanTesting TooLow.pdf

Earned Value Training Materials

12

Tuesday, July 19, 2005, 8:30 to 10:00 am Central Time

• Hewlett Packard Case:  "We starve all projects equally"
• Discuss case of Florida Manufacturer
• The Work Breakdown Structure / Organization Breakdown Structure Method for Identifying Problems and Persuading Management to Act
• Exercise:  Discuss a situation currently under way where too many projects are being attempted.  What are the consequences?  What can be done?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

OBSWBSReportingProject ShowsBottlenecks.pdf

Discuss Case of Florida Manufacturer

Formal: Services Company  Project Priorities List: Project Priorities Dots Quick Hits (password required)

Business Case Payback Examples 2 (best, password required)

13

Tuesday, July 26, 2005, 8:30 to 10:00 am Central Time

• Review of DBA job description
• Guest lecturer comments on database concepts and process analysis implications
• Exercise 1:  Discuss a current project under way.  What are the database difficulties and implications?  What might be done?
• Exercise 2:  Review the tools discussed in the training to date.  How do these tools help prevent database problems?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

DatabaseDesignSample WithSignOff.pdf

Guest Lecturer Materials

14

Tuesday, Aug. 2, 2005, 8:30 to 10:00 am Central Time

• Software Fraud Case - $5 million at stake
• Advanced Internet Project Case - $750,000 at stake
• Bank reengineering project gone bad - $4 million at stake
• Exercise 1:  Discuss a current project under way and the legal implications of our work
• Exercise 2:  Review the tools discussed to date and discuss how they aid putting requirements and changes in writing
• A positive example:  Two small projects encounter significant change and come in on time and on budget
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 10 Master Flow Chart

Newsletter 10 Use Cases

StatRptShowingCustRespAnd Failure.pdf

ChangeRequestSigned Off.pdf

Newsletter 14

Earned Value Training Materials

15

Tuesday, Aug. 9, 2005, 8:30 to 10:00 am Central Time

• City Government Test / Fix Process that resulted in a 25% reduction in testing time
• Telecom company Test / Fix / Move to Production process
• Manual test and fix logs
• How a trouble ticket tracking system saved a $2 million project - Insurance company case
• Exercise:  Discuss a current project under way.  Do these process flows point out needed improvements?  Where and why?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

PuttingSwrIntoProduction ProcessFlow.pdf

TestFixLog.pdf

Newsletter 21

16

Tuesday, Aug. 16, 2005, 8:30 to 10:00 am Central Time

• Review of general approaches to methodologies
• List the weaknesses of the methodology approach
• Review of the Texas Instruments alternative approach
• Exercise:  Discuss a current project under way.  Would a formal, paper-intensive methodology or a "Texas Instruments" type of approach work better.  Why or why not?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 2A

Newsletter 15

CustomerContractChecklist.pdf

OtherDeptChecklist.pdf

ThirdPartyRespChecklist.pdf

FunctionalSpecificationChecklist.pdf

HighLevelDesignOOM EstimateChecklist.pdf

DetailedDesignChecklist.pdf

ProductionCutoverChecklist.pdf

ProjectPlanChecklist.pdf

RiskManagementChecklist.pdf

TestPlanChecklist.pdf

UserAcceptanceChecklist.pdf

17

Tuesday, Aug. 23, 2005, 8:30 to 10:00 am Central Time

• Managing Technical Risk:  Engineered Air Balance
• Managing Technical Risk:  The Technical Breakdown Structure Approach
• Improving Software Project Management Processes - IT Outsourcing Firm
• Improving Software Project Management Processes - Telecom Firm
• Release Planning:  How to break a monster effort up into doable chunks
• Exercise:  Can anyone think of other interesting cases that point out useful tools for process analysis and business analysts?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Earned Value Training Materials

TechnicalBreakdownStructure.pdf

Project Process Improvement AS IS

Project Process Improvement TO BE

Project Process Improvement WBS

IntegrationFlowChartHard.pdf

OBS WBS Major Swr Release Plan

18

Tuesday, Aug. 30, 2005, 8:30 to 10:00 am Central Time

• Sometimes you need a contractual penalty:  Turning around a project in trouble case part III
• "Technical Breakdown Structure" as a method for reducing technical risk
• Process Inventory
• Process Based Estimating
• Development Standards
• Pay-for-Performance in Software Development
• Exercise:  Draft a set of development standards for a  project currently under way.  What problems would these standards have prevented?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

TechnicalBreakdownStructure.pdf

Process Inventory Specialty Retailer

ProcessBasedEstimate SpecRetailer.pdf

PayForPerfSwrDev.pdf

19

Tuesday, Sept. 6, 2005, 8:30 to 10:00 am Central Time

• Default values in fields
• Security  (e.g. HR rules require restricted access to certain data fields)
• Disaster Recovery
• Backup
• Documentation
• Stress analysis, testing, performance under load
• Working around maintenance time windows, constraints, etc.
• Thinking about the non-technical, non-obvious things that affect software usage
• Exercise:  Create a personal checklist of often overlooked items
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Tallgrass Technologies Case

Software Company Fraud Case:  Newsletter 21

Review of Horror Stories from "How to Turn Computer Problems Into Competitive Advantage"

20

Tuesday, Sept. 13, 2005, 8:30 to 10:00 am Central Time

(This is intended to help the student with a limited financial background to understand basic concepts.)

• Exercise 1:  Review the Case of the Specialty Retailer.  Discuss what the role of financial statements are and why each is important
• Basics of double entry accounting
• Basics of Asset, Liability and Owner's Equity accounts
• Basics of Journals
• Basics of Debits and Credits
• Basics of the Profit and Loss Statement
• Basics of the Balance Sheet
• Basics of Depreciation
• Basics of the Cash Flow Statement
• Exercise 2:  Based on the data provided for the Specialty Retailer, estimate how much the company is worth.
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

21

Tuesday, Sept. 20, 2005, 8:30 to 10:00 am Central Time

• General Ledger
• Accounts Receivable
• Order Entry / Order Processing
• Accounts Payable
• Purchasing
• Inventory
• Manufacturing (Basic)
• Costing
• Payroll / Human Resources
• Point of Sale (Cash Register Systems)
• Exercise:  List the common elements among these major applications?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Review Functional Block Diagrams of Each Major System

22

Tuesday, Sept. 27, 2005, 8:30 to 10:00 am Central Time

• Defining the reporting problem in business terms:  What is the key information that the business user needs?
• Why you want to define the reports up front
• Review how process mapping tools and RUAT approach helps you quickly and correctly identify reports needed
• Specialty Retailer Case
• Consulting Company Case
• Exercise:  Create a checklist of all the things you want to remember to consider when defining reports
• How do you know if the data is present?
• Triggers
• Formatting
• Error handling
• Sorting
• Searching / selecting
• User tools for writing their own reports:  Pros & Cons
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

UseCaseScreensDetailBidPackage.pdf

23

Tuesday, Oct. 4, 2005, 8:30 to 10:00 am Central Time

• The "5 Why" Method (Fishbone Diagram)
• Differentiating Between Technology, Business and People Problems
• Symptoms vs. Root Problems
• The Category Table (The Affinity Method)
• How to quickly frame a problem - the "2 x 2 Table" method
• Exercise 1:  Have participants discuss situations they have been in where they later realized they were wasting time on symptoms rather than dealing with root problems
• Exercise 2:  Identify a problem situation currently under way and have volunteers examine the problem with the "2 x 2 Table" approach and the "5 Why" approach
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Discuss Root Issues Identified in Book Published by PMI in 1998:  “How to Turn Computer Problems Into Competitive Advantage”

Discuss TIA record of results

Category Table Approach (Also called the Affinity Method) for Specialty Retailer:  CategoryMethodIssueAction SpecialtyRetailer.pdf

24

Tuesday, Oct. 11, 2005, 8:30 to 10:00 am Central Time

• Exercise 1:  Begin the session by starting a checklist of everything you should watch out for when dealing with other entities
• IT Outsourcing Firm case Part II
• Dallas Manufacturing Company Case Part III
• Complex Internet Project Case Part III
• Exercise 2:  Validate your checklist against the items raised in discussion.  How did you do?
• Exercise 3:  How do you cope with a horror story?  Review the case of the consulting company with unethical sales practices.  How would you handle the situation?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

CustomerResponsibilities DueDatesChecklist.pdf

CustomerContractChecklist.pdf

OtherDeptChecklist.pdf

ThirdPartyRespChecklist.pdf

Newsletter 3

Newsletter 10 Master Flow Chart

25

Tuesday, Oct. 18, 2005, 8:30 to 10:00 am Central Time

• Large Transportation Services Co. Case Continued:  How to purchase a very large software package or software development effort
• Specialty Retailer Case Continued:  A more effective software specification for purchasing package software enhancements
• Dallas Consulting Company Case Continued:  A very effective bid package for the development of complex software
• Exercise:  Discuss a project currently under way, where a bid or purchase will be needed.  What elements of the above examples would be most helpful?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Sales Use Cases Specialty Retailer (just the software specs - full bid package detail to be added)

UseCaseScreens DetailBidPackage.pdf

BidPackageCompleteLMNCompany.pdf

26

Tuesday, Oct. 25, 2005, 8:30 to 10:00 am Central Time

• Large Transportation Services Co. Case Continued:  Issue list showing how this large project was stalled for two years by unresolved issues
• Large Midwestern Bank Case Continued:  Issue list showing customer's failure to perform their responsibilities resulted in cancellation of a $4 million project.  How the issue list itself prevented a $4 million lawsuit.
• Exercise:  Discuss projects from participant's history.  Which projects were damaged by failure of customers or users to do their part?  What might have been done to avoid the problem?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

IssueListNoResolution2.pdf

27

Tuesday, Oct. 25, 2005, 8:30 to 10:00 am Central Time

• Large Services Company Case, (cont.): Mapping out 5 field operations
• How we reduced enormous complexity to 15 types of orders (or transactions).  This was  what customers paid the company for.  Reengineering the company became a simple matter of continually improving these 15 core transactions - everything else was secondary.
• Exercise:  Discuss a project or case from the participant's experience.  What part of the discussion are applicable?  What might be done better next time?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

single office field operations AS IS chart (to be added - password required)

15typesoftransactions.pdf (detail to be added - shows reduction to essentials - password required)

optimized field operations TO BE chart (to be added - password required)

28

Tuesday, Nov. 1, 2005, 8:30 to 10:00 am Central Time

• Exercise: Review the flow charts for field operations.  Your goal is to simplify, prioritize and standardize on a set of best practices.  How would you approach the problem?
• Large Services Company Case Continued:
  • Initial time study showing how costs are accumulated for a particular type of order
  • Time study showing efficiency (and how related to cost) for 14 projects
  • 3 Dimensional Spreadsheet Showing why costing is necessary to reduce complexity and prioritize correctly.  Shows customers, types of services performed, how company is paid and profitability for each cell in the spreadsheet.
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

single office field operations AS IS chart (to be added - password required)

TimeStudyProcessEfficiency Detail.pdf (password required)

TimeStudyProcessEfficiency Summary14Projects.pdf (password required)

3 Dimensional Spreadsheet Showing why costing is necessary to reduce complexity and prioritize correctly.  Shows customers, types of services performed, how company is paid and profitability for each cell in the spreadsheet (to be added - password required)

Final costing example showing how profitability of each cell in the 3 Dimensional Spreadsheet is calculated (to be added - password required)

29

Tuesday, Nov. 8, 2005, 8:30 to 10:00 am Central Time

• Review list of hard, unpopular things that may be necessary in order to accomplish the organization's objectives
• Exercise:  Discuss real situations you have seen.  Where did they fail to take the hard steps necessary?  What were the results?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

30

Tuesday, Nov. 15, 2005, 8:30 to 10:00 am Central Time

• Improving Software Project Management Processes - IT Outsourcing Firm
• Improving Software Project Management Processes - Telecom Firm
• Exercise:  Map out your current process for developing and managing software projects.  What are the bottlenecks?  What are the problems?  What could be improved?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Project Process Improvement TO BE

Project Process Improvement WBS

31

Tuesday, Nov. 22, 2005, 8:30 to 10:00 am Central Time

• Managing Technical Risk:  Engineered Air Balance
• Managing Technical Risk:  The Technical Breakdown Structure Approach
• Exercise:  Discuss a recent project from the participant's experience where technical problems were significant.  What might be done to prevent these problems in future projects?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Earned Value Training Materials

TechnicalBreakdownStructure.pdf

32

Tuesday, Nov. 29, 2005, 8:30 to 10:00 am Central Time

• Texas Instruments Accounts Receivable Case
• Engineered Air Balance Case
• Telecom Company Case
• Exercise:  Discuss a recent project from the participant's experience.  Had Earned Value been used, what problems might have been prevented?  What would it take to put Earned Value in place for future projects?
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

Newsletter 14

Earned Value Training Materials

33

Tuesday, Dec. 6, 2005, 8:30 to 10:00 am Central Time

How to Consolidate Many Acquisitions into a Single, Nation-Wide Set of Standard Processes

• Review Division 3 AS-IS Drawings
• Review Division 3 TO-BE Drawings
• The Definition of an Effective Procedure Manual:  A process flow plus checklists!
• Review the Field Procedure, Training & Compliance Manual
• Discuss Job Descriptions
• Review of applicable values and attributes
• Review and update list of Symptoms, Problems & Traps to avoid

ProcessFlowTOBELargeServicesCoDiv3ALL.pdf(password required)

ProcedureTrainingComplianceManualExample.pdf (password required)