TECH Project A Look at Software Development Champion/Define Phase Date: 10/02/2013 Team members: Travis W. Gillison

Project Charter Details Business Case Problem Statement Project Scope/Goal Statement Deliverables Stakeholders SIPOC SWOT CTQ ROI

Business Case Customers are billed per hour of development time. Projects are taking too long to develop from requirements to software delivery, and customers are beginning to rescind offers and go to competitors. Quite simply, it’s taking too long for the projects to get implemented. This needs to change.

Problem Statement The process of delivering the software has become overly convoluted, and it takes too long from the time that an RFP (Request for Proposal) is sent for a potential bid, to a contract win and subsequent execution. Customers are buying high stakes deliverables, and require excellent service. The length of time for the projects to complete has caused customers to delay their own business processes and we have been inefficient with our own resources. Key Points: Long development times Long quality assurance times Higher billables; higher costs for customers Implementations are delayed

Project Scope/Goal Statement The Lean Six Sigma process will be used to identify areas of waste and inefficiencies in the requirements-to-deliverable software process. All areas of the process will be analyzed, to help quantify some of the areas that are needlessly delayed. On average, projects take 6 to 9 months to complete. The goal is to reduce the time of completion by 25%.

Deliverables Reduce development time, therefore reducing billable hours to our customers Decrease quality assurance time without sacrificing defect control Error-free documentation with clear, concise instructions Proper training/hand-offs to support and technical resellers

Stakeholders Principle StakeholdersTitle/Role VP of Sales VP of Support VP of Quality Assurance VP of Development Director, Product Management Documentation Lead Developers Testers Resellers Support Documentation Localization

SIPOC SuppliersInputs Outputs Process Customers Product Managers Developers Sales Engineers Testers Development Plan Architecture/ UML diagrams Requirements documents Sales contract Topologies Development Process (code creation) Test Case creation and execution (Quality Assurance) Documentation Sales Demo Support/Engineering Hand off Localization (if necessary) Implementation Software package CD-ROM, DVD or DLC Hardware (if required) Technical/ Administration Guides Customer training Contact Centers Resellers Support

Stakeholder Analysis Relationship to ProjectCommunication/Involvement Strategy Stakeholder Is affected by outcome Can influence outcome Has useful expertise Provides resources Has decision authority Meet with regularly Invite to team meetings Send copy of meeting minutes Speak with informally as needed Other DevelopmentXXXXXXXXXCode creation Product ManagementXXXXXXXX XProvides strategic vision TestingXXXXXXXXXQuality Assurance SalesXXX X XX Will provide solution, topologies and customer expectations DocumentationX XX XXXX Will provide technical documents and user guides to end customer SupportX X XXX Will provide support after customer implementation ResellersX XX XXX Will provide end customer support and sell product Localization (if applicable)X XX XXX Will translate into other languages (if offered)

SWOT Analysis Strengths Resource pool is large (SMEs) Desire to increase service for our customers found at all levels Can respond quickly to changing customer needs

SWOT Analysis (continued) Weaknesses Scope of project can change rapidly Requirements are often misunderstood or omitted Communication across teams gets convoluted Code completion/QA testing can exceed desired timeframes

SWOT Analysis (continued) Opportunities Gain valuable metrics on actual development and QA time Increase communication, particularly with pre- implementation staff (sales, sales engineers) Higher quality deliverables Faster delivery

SWOT Analysis (continued) Threats Customer changes increase scope and increase delivery time which could jeopardize entire project and give up business to competitor Poor communication across teams could lead to finger pointing at project completion

CTQ Tree End customer Code Completion Time Amount of hours billable to customer Amount of SCRs Test Case Creation and Execution Number of Reported Defects Length of Time for QA Process Implementation Time Length of Installation Time Number of calls taken by support after implementation

ROI The amount of ROI potential varies greatly due to the extremely volatile market of customer needs. Customers are billed for development time in “chunks” (for example, a 40 hour chunk billed at $300/hour would be $12k). The amount of customizations change the dev hourly requirements Less call flows into support allows less dev time spent on fixing defects which will raise profitability and productivity

ROI (continued) Faster deliverables increases chances of repeat business Sales staff will get paid commissions quicker due to faster implementations