Management Foundation implementation introduction 2014 (public)

© CGI Group Inc.

Management Foundation

Implementation introduction

Richard den Dulk

April 2014

Version Public

Overall summary

2013 transformation 2014 implementation

made possible by YOU

Reconnaissance is

the start, the audit is

the end

18 processes

planned for

further

implementation

DMAIC method used

for implementation

2

March 18th the Management Foundation

Compliancy Report was presented to the NL

Board

Contents

MF Implementation

Implementation Strategy

Implementation structure

Define

Measure

Analyze

Improve

Control

Report

Next action

3

MF Implementation

Management Foundation

Compliancy

• 18 processes need further

implementation

• Implementation led by

appointed Coordinator

(Subject-matter expert)

• Facilitated by MF

Implementation team

• Process owner in charge

4

Process / Policy MF compliancy DeviationProces 1 0%

Proces 2 37%

Proces 3 45%

Proces 4 47%

Proces 5 49%

Proces 6 50%

Proces 7 52%

Proces 8 52%

Proces 9 54%

Proces 10 54%

Proces 11 54%

Proces 12 54%

Proces 13 54%

Proces 14 56%

Proces 15 56%

Proces 16 56%

Proces 17 56%

Proces 18 59%

Proces 19 66%

Proces 20 66%

Proces 21 66%

Proces 22 68%

Proces 23 81%

Proces 24 81%

Proces 25 82%

Proces 26 84%

Proces 27 91%

Proces 28 96%

Proces 29 96%

Implement

Audit

• Appointed coordinator executes implementation

• Coordinator and MF implementation team plan activities

• Coordinator reports to process owner

• After reporting the process is ready to be audited

• Every week a new process starts implementing

• On October 1st (week 40) all processes will be

implemented

Implementation strategy

5

Define Measure Analyze Improve Control Report Audit

Implementation structure

In order to make the implementation suitable and realistic, the following implementation structure is implemented

• The process owner (NL Board):

• Remains in charge

• Delegates to coordinator

• The implementation team:

• Starts up the implementation

• Facilitates where necessary

• The process coordinator:

• Is a subject-matter expert

• Executes the implementation

• Reports to the process owner

• The Auditor pool performs audits according to the implementation plan

6

Define the problem

• The most important phase of the DMAIC process is the description of

the problem

• We’ll use the interviews that were conducted amongst process owners

(NL Board members) to make a start.

• The Coordinator will be important in verifying the found issues. He/she

may even add new issues if necessary.

• A first definition document is created, wherein the process coordinator

states what should be improved

7

Measure main parameters

• Make measurable key parameters

• Knowledge is power if you know what you are measuring

• Making important parameters of a measurable process is not always

easy, but evident for reporting results

• The reported result is the difference between measured parameters at

the beginning and end of the improvement

• The Coordinator describes the parameters based on the Definition

document

• These parameters are measured over the complete period of the

project to assure a report with proven results.

8

Analyze the data

• The next step in the improvement process is the analysis of the data

• For this, simple statistical operations such as average can be used

• In the MF implementation project this might consist of the number of

verified documents, trained members, used templates, corrected

documents

• The Coordinator (and several functionals) analyze available

information in the process

• The available information is used to verify the definition document and

execute the measurement of parameters

• At the end of this phase, an action plan describes (roughly) how the

improvement will be implemented

9

Improve the process

• Here comes the improving of the process

• The analysis of data has probably helped in finding the right buttons

• In this phase, the expert opinion is very important

• If you only draw conclusions on the basis of measured data, there´s a

big chance causal connection with the performance won´t be found

• The Coordinator and functionals refine the improvement plan

• The process coordinator and functionals describe what actions are

taken, parameters are measured and when reports are delivered to

the process owner

• The process coordinator monitors the improvements and coordinates

activities of the functionals

10

Control the parameters(That influence the process)

• It is extremely important to close the loop and to keep checking

whether the process remains under control

• By continuing to monitor key parameters you will prevent the process

running out- of-control again

• Parameters are discussed with the process owner

• The process owner decides how parameters (measured in this

project) are embedded in daily operations

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Report

• At CGI reporting lines follow accountability, therefor the Coordinator

reports to the process owner

• The Coordinator reports findings, improvements and measured results

to the process owner

• The process owner adopts responsibility for the continues monitoring

and improvement of the process

• After reporting, the Coordinator is relieved of his duties in the MF

Implementation project.

12

Next action

13

Plan assignment verification with Process owner,

Coordinator and Quality management consultant

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