Avoiding Shock Therapy: A Case Study in Managing Directional Changes 
Thomas Cutting, PMP
Sr. Principal Consultant
Keane, Inc.

Introduction:

This case study is based on one of Keane's largest outsourcing engagement. Nearly 300 individuals were taken from a company without strong processes and became part of a process oriented consulting company without even leaving their desks. A Software Quality Assurance team was formed to document the development and management processes, train the resource, mentoring the project managers and audit the projects.

This presentation follows the engagement through nearly four years of different disruptive changes. These “power surges” included the arrival of a new client CIO; achievement of Capability Maturity Model (CMM) Level 3 in one year; and the introduction of Sarbanes-Oxley. The impact of each surge is explored by looking at the focus of the various players, examining their perspective and showing the actions taken or imposed on the SQA group. Lessons learned from surviving the jolt are discussed before moving to the next set of changes.

Drawing on the lessons, the final sections look at methods to obtain SQA stability and protecting project managers from getting electrocuted.

Learning Objectives:

  • Treat the on boarding of 60 project managers as if you were building a Program Management Office
  • Educate the business teams on the standard delivery process so that they know what to expect
  • Give the people you audit a forum to voice their thoughts, feelings, opinions and suggestions
  • Continuously improve both the processes and the audits through incremental steps, not wild leaps
  • Recognize changes that will impact the way things are done

Outline:

  • Agenda
  • Shocking Behavior (Video)Setting the Light Bulbs Power Up – New to Everyone
    • Business FocusIT Management FocusIT Middle Management FocusHQ / Corp QA FocusOn Site Management FocusProject Office FocusSQA FocusProject Manager Focus
    • Lessons Learned
    Power Surge #1 – New CIO & CMM Achieved
    • HQ / Corp QA and Business FocusIT Management FocusIT Middle Management FocusOn Site Management FocusProject Office FocusSQA FocusProject Manager Focus
    • Lessons Learned
    Power Surge #2 - DEST & Dependence
    • HQ / Corp QA FocusClient focusOn Site Management FocusDEST FocusProject Manager Focus
    • Lessons Learned
    Power Surge #3 – SOX & Clarity
    • HQ / Corp QA FocusBusiness & Client Middle Management FocusIT Management FocusOn Site Management FocusDEST FocusProject Manager Focus
    • Lessons Learned
    Obtaining QA Stability
    • Set up for successContinuous success
    • Recognize volitional change
    Protecting PM Sanity
    • Give them a solid beginning Audit attitudeRecognize reasons for dropping processes
    • Give avenue for process improvements
    Reduced Voltage (Video)
  • Questions

Biography:

Thomas Cutting is a Senior Principal Consultant for Keane, Inc. with over 15 years of IT experience in the entertainment, retail, insurance, banking, healthcare and automotive verticals. Managing, training, mentoring and working in this diverse background has provided him with the basis for his writing and speaking engagements.

This presentation is based on nearly 4 years at one of Keane's largest Application Outsourcing engagement, nearly 300 individuals. As a Project Manager and then as Team Lead of the Software Quality Assurance team, Thomas experienced first hand the problem of shifting focus and priorities caused by organizational, directional and regulatory changes. Process focused, the SQA team was instrumental in the organization achieving Capability Maturity Model (CMM) Level 3 certification within 1 year and fulfilling Sarbanes-Oxley requirements. As an SQA analyst, Thomas trained and audited project teams on their development processes. As mentor to the Project Managers, he listened to their issues and worked with them to find resolution.