PMI (the Project Management Institute) has recently introduced new content into it's curriculum....the Process Owner and Process Manager. The distinction between these two roles seems to originate from ServiceNow's influence.
In small organizations the same person wears both hats, but in larger organizations these two roles may be split between two people. Basically the Process Owner is a senior person responsible for "working on" the process, to improve it, while the Process Manager "works in" the process to execute it with efficiency. A description of each role follows:
Job Description for Process Owner:
Process Owner's are responsible for the end-to-end oversight of a particular business process within an organization. Their main responsibilities include designing, implementing, monitoring, and continuously improving the process to ensure it meets the organization's goals and objectives. Process owners also ensure that the process is compliant with regulatory requirements and industry standards. They work closely with cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process owner include:
- Developing and maintaining process documentation, including standard operating procedures (SOPs), process flowcharts, and process metrics.
- Monitoring process performance using key performance indicators (KPIs) and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
- Leading process improvement initiatives, including process re-engineering and process automation.
- Collaborating with other process owners to ensure that processes are integrated and aligned across the organization.
- Communicating process changes to stakeholders, including senior management, process users, and customers.
- Providing training and support to process users to ensure that they understand and follow the process.
Job Description for Process Manager:
Process managers are responsible for the day-to-day management of a particular business process within an organization. They ensure that the process is executed efficiently and effectively, and that process users comply with the process requirements. Process managers work closely with process owners and cross-functional teams to identify areas for improvement and implement changes that increase efficiency, reduce costs, and enhance quality. Other key responsibilities of a process manager include:
- Ensuring that the process is executed in compliance with regulatory requirements and industry standards.
- Monitoring process performance using KPIs and other metrics, and identifying areas for improvement. (Note, both roles include this bullet point as it is an ongoing common point of review and discussion.)
- Providing training and support to process users to ensure that they understand and follow the process.
- Identifying and addressing process issues and bottlenecks that impact process performance.
- Collaborating with other process managers and process owners to ensure that processes are integrated and aligned across the organization.
- Communicating process changes to stakeholders, including senior management, process users, and customers.
- Developing and maintaining process documentation, including SOPs, process flowcharts, and process metrics.
Overall, while both roles are involved in managing and improving business processes, the process owner has a more strategic and high-level focus, while the process manager has a more operational and hands-on focus. The process owner is responsible for setting the direction of the process, while the process manager is responsible for executing the process according to the owner's direction. The process owner is more involved in initiating and leading process improvement initiatives, while the process manager is more involved in implementing and monitoring process changes on a day-to-day basis.
The Hidden Factory is everything your group does over again because it didn't go right the first time around.
This ranges from re-doing a failed multi-year project, to re-pushing a production release which had some minor issues the first time around. Sometimes these activities are called "Fire Fighting."
Most groups I talk to tell me that about 35% of their teams efforts are lost to this problem.
Someone must pay for this, and it's very expensive. Higher prices, lower wages, and lower shareholder dividends are one way to quantify the hidden factory. In addition, the opportunity cost of not being able to reach your project monetization goals 33% faster means you left money and customers on the table.
The Stable Framework™ is a performance management framework for IT designed to give IT departments the tools needed to tame this wild Hidden Factory beast and bring the fire-fighting down to nearly zero, where it should be.
Read more about it here
Mike Berry
The software development life-cycle (SDLC) is the process of planning, designing, building, testing, and deploying software. There are various models for the SDLC, each with their own advantages and disadvantages. Here are some of the most common models:
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Waterfall model: The waterfall model is a linear, sequential approach to software development, where each stage is completed before the next one begins. The stages include requirements gathering, design, implementation, testing, and maintenance. This model works well for projects with well-defined and stable requirements, but can be inflexible and slow to respond to changing requirements.
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Agile model: The agile model is an iterative and incremental approach to software development, where software is developed in short cycles called sprints. The stages include planning, requirements gathering, design, implementation, testing, and deployment, and the process is repeated in each sprint. This model works well for projects with evolving requirements and a need for flexibility, but can be challenging for teams that are new to agile methodologies.
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Spiral model: The spiral model is a risk-driven approach to software development, where risks are identified and addressed in each stage of the SDLC. The stages include planning, risk analysis, design, implementation, testing, and deployment, and the process is repeated in a spiral fashion as risks are identified and addressed. This model works well for projects with high levels of complexity and uncertainty, but can be time-consuming and expensive.
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V model: The V model is a variant of the waterfall model that emphasizes testing and verification throughout the SDLC. The stages include requirements gathering, design, implementation, testing, and maintenance, and the testing process runs in parallel with the development process. This model works well for projects with a strong emphasis on testing and verification, but can be inflexible and slow to respond to changing requirements.
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DevOps model: The DevOps model is a collaborative approach to software development that emphasizes the integration of development and operations teams. The stages include planning, development, testing, deployment, and monitoring, and the process is highly automated to enable rapid and frequent releases. This model works well for projects with a need for rapid release cycles and a high degree of automation, but can be challenging for teams that are new to DevOps methodologies.
Each of these models has its own strengths and weaknesses, and the choice of model will depend on the specific requirements of the project, the experience and preferences of the team, and the organizational culture. Successful software development requires careful planning, effective communication, and a willingness to adapt to changing requirements and circumstances.
Need a good software requirements specification (SRS) template? Use an industry-standard SRS. Can't find one? Well now you have-get it here for free. Enjoy!
Mike J. Berry www.RedRockResearch.com
Want to visit ground-zero for data security? Experts from SANS, MITRE, SAFECode, EMC, Juniper, Microsoft, Nokia, SAP, Symantec, and the U.S. Department of Homeland Security's National Cyber Security Division last week presented a listing of The Top 25 Most Dangerous (Information Security) Programming Errors. Expect to see future government and big-money RFP's mandate these items be addressed.
Mike J. Berry www.RedRockResearch.com
Have you been challenged with performing a high-risk task like upgrading a prominent server, for example?
Here's an execution plan template that you can use to guide you.
I. Executive Summary
Brief overview of intended event.
II. Review of Discovery
Details of what efforts were made to research what is listed in the following sections. Meetings, Vendor consultations, Online Resources, and Conventional Wisdom can be included.
III. Pre-Upgrade Procedures
Steps identified to be taken before the event.
IV. Upgrade Procedures
Steps identified to be taken during the event.
V. Post-Upgrade Procedures
Steps identified to be taken after the event.
VI. Test Plan
Verification procedures to confirm the event was a success. This section should define the success criteria.
VII. Rollback Plan
In case the worst happens, what to do.
IIX. Situational Awareness Plan
After-the-event steps to validate the success of the event with the system's business users. This would include a two-way communication between your group and the business users, announcing the success, and providing contact information for them to contact you in case there is still a problem.
IX. Risk-Management plan
A plan listing risks associated with the steps above and recommendations as to how to lower those risks.
X. Schedule
If the event spans many hours or days, you may want to draft a schedule for the benefit of all involved. Include on the schedule the 'rollback point,' which would be the latest time a rollback could be successfully performed. Your success criteria whould have to be met by this point to avoid a rollback.
Be sure the Execution Plan is in a checklist format, not a bullet-list format. Require participants in the event to 'check' completed checklist items and sign-off sections they are responsible for.
For critical areas of high-risk, (ie: setting up replication), for example, you may want to require two individuals to perform the checklist steps and sign their names when that section is complete.
If you like, add a 'lessons learned' section to be completed later, and ke copy of the execution plan for historical purposes.
Mike J. Berry
www.RedRockResearch.com
In a conversation with a friend once, they jokingly described their inability to play racquetball against other seasoned players as "They are playing racquetball, while I am just hitting a ball around the room."
I'll borrow that reference and apply it to Software Production Support.
Is your Software Production Support group "playing racquetball," or are they "just hitting a ball around the room?"
From a distance they can appear like the same activities. On closer inspection however, one is much more organized, elegant, patterned, and proactive--while the other is only reactive.
Finding the order from all the choas separates the effective from the ineffective.
There are three particular areas your Software Production Support team should be focus on. These three areas are:
1. Maintaining Systems
2. Managing Customer Expectations
3. Become a Quick-Reaction Force
1. Maintaining Systems:
Think of your production servers like a fleet of cars. In a fleet plan, the company sends every car to get an oil change after x number of miles, a tire rotation after y number of miles, and a general tune-up, fluid change, etc. after z number of miles. This pattern repeats itself for the life of the car that is serviced by the fleet manager.
How often are your server hard drives defragmented? How often are the transaction-logs backed up? How often are the indexes reindexed, and the statistics updated?
How often are memory settings adjusted for performance? Latest patches applied? How often are your servers checked to see if there any impending disk space issues?
To maximize system performance, create a "fleet plan" for your servers which checks all of these items at regular intervals.
2. Managing Customer Expectations:
If a server fails, do you know which systems depend on it? If a database goes corrupt, do you know which applications need it, and which corresponding business units will be impacted when that happens?
Do you have a way to communicate to those groups immediately?
Create a dependency map for your products. A dependency map illustrates which servers host which databases, and then which databases are used by which applications, and finally the names, numbers, and email groups of the business users that are affected by that server/database failure. This will enable your team to proactively manage your customers expectations. You can notify them before they have to notify you.
3. Become a Quick-Reaction Force:
The SWAT team, the FireStation, and the Ambulance services all have something in common: they are ready to take action at a moment's notice.
They have the information they need available to them, and additional services available with a simple call.
Do your products have support information organized and readily available? Do you have the names and numbers of your account representative for each third-party product or tool you support? Do you have the product-support phone numbers and your support plan credentials readily available?
Do you know who knows what about each application in your enterprise? Who programmed it originally? Who has supported it lately? Which business units use it? Where is the source code located?
Keeping information about each system updated in a central location should also be part of your "fleet plan."
Another effective tool for a Quick-Response group is a monitoring system. Something that indicates the overall attitude of each of your production servers? Disk Space available? Will the system reply to a ping? Is SQL Agent running? Is that required Windows Service up and running? Monitoring tools like Nagios can do this for you.
Another great idea is to keep a lessons-learned log for each component you support. Track problems, fixes to problems, assumptions to be confirmed, and ways to test if the component is functioning properly.
All of these pieces in place will make your production support much more effective.
So, think about it...is your Software Production Support team playing racquetball, or are they just hitting a ball d a room?
Mike J. Berry
www.RedRockResearch.com