APS Introduction to Mckesson

Meeting - Nov 4th, 2008

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APS Highlights• Founded in April 2003

• Patented technology for cross-functional collaboration with simultaneous content and structure management

– Endorsed by Doug Englebart and his group

• Seasoned consultants in web2.0 and online collaboration strategies with operational experience having created and grown 100+-million dollars high-tech businesses; backgrounds include Cisco, Sun, AT&T, Lucent, Stanford, UCSF, and number of startups

• Strong Value Proposition - Significant intra and inter-disciplinary enterprise process efficiency

• Simplifying the realization of best customer delivery practices for enterprises in order to maximize their ROI through efficient collaboration of people and interconnection of IT resources

• Accounts: McGraw Hill Publishing, San Mateo County Human Services Agency, Cisco, Human Capital Institute, Teachers Without Borders, Aspire, American College of Surgeons, Netmanage, Cbyon

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Problem Statement• Cross-functional collaboration

– Inefficient communication within and between departments and organizations

– Unnecessary or redundant procedures

– Delays in producing results – Inability to keep up with the

latest customer requested for all disciplines involved

– Heavier workload with less resources and time

– Problems in teamwork and collaboration across organizations

• Resource management– Fragmented information

technology solutions

– Fragmented customer related documents, RFI, PO, New Feature requests, Modification Requests

Missed Revenue Higher Cost

Lower Quality

Customer satisfaction

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APS for Cross Functional Collaboration

Customer Sales Support

Other Organizations

Enterprise

Marketing

QASales

•Communication•Collaboration•Teamwork

Users need a quick, easy and secure way to document, organize, classify, categorize, share, and track information

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Model for Collaboration Approach

Training Technology

PeopleProcess

•We focus first on the People and Processes changes that need happen to foster a culture of collaboration

•We then Employ Tools and Training to support people and simplify the process of change

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How APS Does it? Process & tools audit Identify gaps, assess risks and benefits for a

collaborative working model Define the functional requirements to collaborate more

efficiently and effectively Identify a cost-effective technology environment matched

to processes and workers needs Recommend the skills required to build a collaborative

culture Recommend the learning process unique to our

customer’s collaborative environments

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APS Deliverables A structure to represent data and information so that

complex relationships may be visualized Models and methodologies for acquisition and

presentation of data Facilitate change between people, process, and

information technology so that the use of information is optimized

Process improvement and technology implementation to integrate information into work processes so that it can be employed efficiently and have the largest impact on business results.

Train for all of the above

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APS Customer Delivery Process Architecture Promote Strategic Business Goals &

Objectives

APS Solutions – Improved collaboration for

timely access to comprehensive customer

information

APS Operation Solutions & SD -

foundation to Improve customer care delivery

process

APS SD – Enabling efficient cross-functional Collaboration

APS SD– The Information

Repository Builder, Digital Library

•Training materials

•Operations Review Package•Product Documentation•Process Models

•Operations Procedures•Training•Sales and Marketing Collaterals•Standards and Best Practices

•Templates for Operations review•Work flows•Documentation (image, text, audio)

•Organization Specific Policies/Standards/ Templates •Existing, improved, and new processes

Tools classification, metadata tagging

Authoring – Capturing content and or contributions

CollaborationTools – revision, security, tracking

RepositoryWeb access,publishing

Flexible structure model, template definition, archiving, search

Marketing/ PM Product Development QA Sales Customer Support

•Process definitions•Training materials

Backup Slides

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Case Studies

• McGraw Hills Publishing• Lucent Networking Group• Cisco Sale Planning and Strategy• San Mateo County • Human Capital Institute• Teachers Without Borders• American College of Surgeons• Aspire – Pathfinder

Case Study – Lucent Technologies • Challenge: product line with annual rev ~ $1B

– Reduce time-to-market interval by 40%

– Cost by 25%

• Organization size:300 people, $3B Rev

• Involvement: YM was the Senior Manager in charge of end-to-end cross-functional testing including development, integration, QA and manufacturing testing as well as Senior Manager in charge of System Quality Assurance

• Technology and tools: IBM Lotus Notes, MS Office tools

• Process: Product Realization/ Stage Gate Process – Every stage was analyzed to identify tasks that could be completed

faster or at lower cost by cross-functional collaboration with upstream or downstream tasks.

– Standards: CMMI, ISO

• Results: We were able to meet both goals

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SDLC Quality Gate Process

Gate1 Gate2 Gate3 Gate4

High Level Scope & Funding

Requirements ConceptualDesign

DetailedDesign

Code

•Opportunity Profile•MRD•Cost benefit Analysis•Approved funding•Planning •Quality Gate Review Document baseline

•Gate 1 met?

•PRD•Business Rules•Use Cases•Diagrams and templates•All processes baseline•Gate 2 met?

•High-level Design document

•Reviewed with vendor and/or product teams

•Document baseline•Gate 3 met?

•Detailed Design document

•Reviewed with vendor or product team

•Document baseline•Gate 4 met?

Functional verification/User Acceptance

TestingCertification Deployment

Gate5 Gate6 Gate7

•Code image created•Mini reviews•Final reviews•Unit testing completed• Integration testing completed

•Gate 5 met?

•Test Plan developed, reviewed, and baselined•Test Plan executed•Testing Results Report•Gate 6 met?

•Final build test plan baselined•Final build test plan executed•Testing Result report•Gate 7 met?

•SLAs reviewed•Communication, training, support documentation completed•Support, operations and maintenance reviews•Gate 8 met?

Gate8

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Change for CollaborationFunctional Architecture

SG Processes

Gate2 Gate2 Gate6

PM Development

Cross-Functional Architecture

Gate7

Testing & Certification

Process Owner (Product Management)

Team ( marketing, architecture, design)

Process Checklist (PRD, Business Rules, Use cases, templates)

Process Metrics (ad-hoc and functionally focused)

XF- Process Owner (Product Management)

Team (Program Management, marketing, R&D Voice of the Customer Liason, architecture, design, systems test, manufacturing)

Process Metrics ( time from entrance to exit, bill of materials, #of bugs, #of field failures, etc.)

Gate1

Process Checklist (entrance/exit criteria, cross-functional teams identified, team member roles identified, collaboration tools with built-in feedback in place, PRD, Business Rules, Use cases, templates)

• Significant training in transforming the cultural to self-leadership, accountability, high-performing teams

• Training in collaborative tools

• Employed CMMI and Stage Gate Process

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Collaboration-Based Norms

• Tolerance• Mutual respect and trust• Feedback Required / Accepted• Take knowledge but give back knowledge• Shared understood goal• Continuous but not continual communication • Clear lines of responsibility but not restrictive boundaries • Minimum threshold of competency• Decisions do not have to be made by consensus • Creation and manipulation of shared spaces• Multiple forms of representation• Physical presence is not necessary• Selective use of outsiders for complimentary insight and

information

How we can help

• Objective of BTS business transformation:– To serve BTS’s customers (Business Partners) better,

faster, – Provide customers with higher quality and lower cost

solutions

• Three Major initiatives in support of business transformation:– Organize and align BTS’s internal (ITIL v3/ITSM) – Improve BTS-Business Partners cross-functional, cross-

organizational operations– Focus internal BTS resources on “core” McKesson

activities, utilize external resources for non-core projects

• As part of this, standardize and deploy SAP as a common enterprise application platform

Implement process-driven collaboration strategies between funcational, and organization silos based

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Principles of Collaboration Do we have a shared goal? Do we know who's who? Do we build status based on our actions? Do we agree that our behavior can be regulated

according to our shared values? Are we interacting in a shared space that is

appropriate to our goals? Can we relate to each other in smaller numbers? Do we have easy ways to share ideas and

information? Do we know who belongs and who doesn't Can we trade knowledge, support, ideas? Can we easily indicate our opinions and

preferences? Can we track our evolution?

The Process of Collaboration

self awareness social skills Intrapersonal skills critical thinking motivation self help self directed learning research techniques problem solving planning precision & accuracy communication team work

Production environment Project management

situation Product launch Strategic planning effort Product development Customer service Classroom teaching

The requisite skills To be applied in typical work situations

The Tools