Services for business_2014

Services for business_2014

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  1. Sophy Chilingarova
    Services for business_2014
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    Services for business_2014
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    • 1. Sophy Chilingarova http://sophychilingarova.com http://linkedin.com/in/sophychilingarova http://crazy-questions.blogspot.com Services for commercial, research, civil projects and organizations Kyiv, Ukraine Global and local
    • 2. Cutting costs Crisis management “Bringing order to it” Fast growth management Cross-disciplinary projects Knowledge management Complex projects Efficiency All the examples below are real cases from my practice. Names of the companies are not revealed for the sake of commercial privacy.
    • 3. Case 1. Cross-Department Communication If some of your employees or departments “work badly” Crisis management “Bringing order to it” Cutting costs Customer satisfaction
    • 4. Situation Company producing software and mobile applications for clients has consistent problems with their very creative design department. Designers are always out of schedule, ready work does not comply to managers' requirements, deadlines are missed, customers are unhappy. What to do? Dismiss all? But will the new ones be better? Design department looks overloaded with work but is it really so? Nobody of the company's management have enough experience in the design area to make conclusions.
    • 5. Analysis. First Touch After a couple of meetings it appears that designers also have complaints. They don't feel themselves a part of the team, schedule and tasks are unclear and always changing. Somebody is always running up with something that “should have been done yesterday”. Software development managers say: “No, it's not true!”
    • 6. Solution Through series of consultations with both departments and series of joint meetings, the following was developed and set up: ● a process to assure that designer acts as a part of the project team ● set of tools to communicate and store task, schedule, and status information approved and agreed on by both teams ● a work process for design team to split time between “short-term” and “long-term” and minimize interruptions; again, approved by all interested parties
    • 7. Results Predictable schedule became possible. Obligations are not broken, company doesn't loose customers for this reason. In the design department, as a grass-roots process, a person able to take up management tasks showed up, with the consent of the others. Work relationships improved. Moreover, opening an extra designer position (that before considered as no-question, just had to understand what skills we really needed) appeared unnecessary: the current team can handle all.
    • 8. Case 2. Corporate Knowledge Management If you need to: ● better control your company ● share knowledge and practices to enjoy the effect of scale instead of spending extra money Crisis of growth Knowledge management Visibility and transparency Multiple stakeholders Process standardization Cutting costs
    • 9. Situation Fast growing company. Marketing and sales departments are established in different parts of the world and naturally given a great deal of flexibility and freedom since this is a necessary condition for growth. But at some point higher management starts feeling that they are loosing vision of what is going on in the company. A coordination tool is needed to assure that all departments and new hires comply to important policies and goals, improve cooperation, prevent spending resources for “reinventing the bicycle” by sharing practices, tools, and knowledge.
    • 10. Thus, a decision was made to build an intranet portal for these purposes.
    • 11. Analysis. First Touch A series of interview with stakeholders revealed the main needs in information/knowledge management and coordination. As well as gave a hint of the current practices and habits. Based on this: ● a draft structure for portal was outlined ● along with a draft work process allowing departments to fill the content themselves, as a part of their normal work, without need to hire a special “content management” team
    • 12. Further Analysis & Implementation Suggested tools were checked for their ability to support the requirements. While the base framework was implemented, a more detailed structure was agreed on with stakeholders and passed on to developers. Implementation steps and schedule defined. Responsible persons (half-time for this project) were assigned by departments management and the process of cooperation set up.
    • 13. Further Analysis & Implementation 1st version of the portal with the most critical information was released. Defined work process between business teams and back-end development set up and working. For further, more stable phase of the project, the company management assigned a designated project manager to coordinate it's roll-out. ...continued
    • 14. Results Company got a one-entry-point tool for all the most important information and coordination. Very simple at the beginning, it could grow and scale smartly to include more information and data sharing capabilities Implementation and support took very little additional resources above what company was already using.
    • 15. Case 3. Work Process Improvement and Automation If you need to save your resources Cross-team coordination Eliminate unnecessary work Cutting costs Automation
    • 16. Situation Global company producing an advanced hardware-software product with a complicated release process. Several teams in different parts of the world are involved. The goal is to reduce human work during the release process.
    • 17. Analysis and Solution Communications and interactions between teams analyzed. All the activities taken by different teams listed and reviewed for opportunities to simplify and automate. Based on this: communication processes redefined and a substantial part of the work passed from humans to scripts.
    • 18. 3-5 days weekly work for several highly qualified employees in several teams reduced to one day work for one person. Not less than for a half of this reduction – not automation, but work process reorganization accounted. Results
    • 19. Case 4. Complex Project Management If you need to coordinate effort of multiple parties in your project, sometimes multiple legal entities Cross-department cooperation External providers Client-oriented project
    • 20. Situation Company buys a service from external online service provider to support one of its important client-oriented processes. Integration of this service requires joint effort of the provider, several departments dealing with different groups of clients, and internal back-end support team. As often, soon appears that the provider's view of how business processes work does not fully match the company's view (while it still has some important features that make it valuable).
    • 21. Solution Scrupulous work of: ● specifying the desired process ● comparing with provider's capabilities ● agreeing on some changes to make, and some – to skip ● defining priorities with the business team ● coordination of work between business stakeholders, external provider and back-end development department
    • 22. A workable solution is implemented and launched. All sensitive clients interests are satisfied. The company got the new opportunities it was striving for. Results
    • 23. Case 5. Cross-Disciplinary Research Team If your task is formulated vaguely but a result must be concrete. If the team consists of people with different background and each one is equally important Multiple stakeholders Uncertain goals Conflict of interests Professional misunderstanding Efficiency
    • 24. Situation A team of highly skilled researchers and specialists from different disciplines working on a naturally cross-disciplinary task. While all the skills are valuable and knowledge multiplication effect is critical – there are some problems too. Different vocabulary and way of thinking in different professions. Different types of people with different expectations and vision. The goal is general and it is the team's task to make it specific.
    • 25. Approach to Solution If it's a new team, it takes time. People need time to get used to another way of doing things. Moderate sensitively. Watch time but remember that only certain things can be done in a certain amount of time. No tragedy if not all that was planned has been done if you can use properly what actually has been done. Make the best of communications in the group. Give people initiative.
    • 26. Results Yes, it's possible to work in such conditions and provide results valuable for a client who values “brick and mortar” (drawings and numbers) in a finite period of time and keep the team satisfied. See http://openurbanlab.org for details.
    • 27. How I Can Help You Consulting for management on ● changing business processes to improve productivity, communication, adaptability, control ● eliminating extra costs due to inefficient processes ● eliminating critical flaws Help in the change implementation ● plan so that all stakeholders interests are considered ● create a common action plan with all stakeholders ● train, coordinate, adjust, look after
    • 28. How I Can Help You - II Launch a new project / Guide complex project ● gather all stakeholders requirements ● analyze current state and what is possible ● agree on a common action plan ● look after it's implementation Train your staff on ● agile planning/work ● communication/resolving conflicts
    • 29. Companies & projects I worked with Motorola, Veeam Software, e-Legion, StarSoft European University in St.Petersburg, Start Development (St.Petersburg) ... Co-founder of Open Urban Lab (http://openurbanlab.org) Co-organizer and moderator of multiple workshops in urban development Volunteer manager and expert in “Nova Kraina” civil platform, field or economic development and urban development Cooperating with H.Beolle Stiftung and other organizations in civil society development projects, Ukraine
    • 30. My Qualifications Project management, process management, business process analysis, business efficiency Stakeholder approach, complex and multiple-stakeholders projects, cross-disciplinary team management Formal PM methodologies: agile, scrum, kanban, RUP, CMMI, 6 sigma... Software & IT industry, urban development, economic & social development, place-making, group-work moderation and coordination Organizational structure and theory, motivation, social psychology, sociological methods
    • 31. Contacts http://sophychilingarova.com http://linkedin.com/in/sophychilingarova phone: +38-050-299-2704
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