Case Sharing (II.)--a case study of it enterprise in a financial industry in Jiangsu Province

Profile

This case is an example of a process improvement and success for an IT enterprise in the financial industry. Process improvement is mainly carried out in the form of PDCA ring, the specific steps are: diagnosis (gap analysis), training, follow-up inspection, develop action plan and launch activities.

Background

2 Jiangsu Financial Industry It enterprise, founded more than 10 years, the scale of about 200 people, and continue to expand

2 main customers are some of the big local banks

2 because the IT enterprise's customers are moving towards V3.0, the demand is increasing, so the enterprise also faces more challenges

The problem you want to solve
2The company is growing, but lacks data and analysis on the project, the quality of the project can only depend on the ability of the project manager

2 Many project requirements are not done, resulting in a small acceptance of rework

2 because of the long time in the company, some employees began to adhere to the rut, lack of awareness of improvement.

Process Improvement implementation

PDCA Ring to help enterprises implement the improvement, is a PDCA ring process:

2 ATM Training-gain understanding and recognition of CMMI assessment methodologies within the enterprise

2 gap analysis-identify weaknesses or problems in your business today

2 Training-Individualized

2 tracking check-follow up training results

2 Action-process improvement activities with the enterprise

ATM Training

With 6 employees participating in the ATM training, it strengthens their understanding of the CMMI model and helps them better serve the process improvement work of the enterprise.

Gap analysis

Through diagnosis, it is found that the following typical problems exist in the enterprise:

2 requirements-lack of demand research plan, performance requirements, interface requirements Description is not clear, not easy to verify, lack of demand analysis and so on.

2 Testing – more defects at later stages (e.g. system test defects)

2 metric – almost no measurement

When we presented the diagnostic results (i.e. gap Analysis report) to the employees of the enterprise, many of the company's VP and senior executives were also involved, and their feedback was that the diagnosis was in line with the company's current situation and actually helped them find the problem.

Training

For the diagnosis results, we recommend that the company do two days of training, the training will be mainly for the diagnosis of problems to give advice, solutions or measures. This has been strongly supported and endorsed by the leadership.

2 Training Materials Preparation: Refer to the diagnostic results, communicate with customers, and develop a training syllabus, including PDCA improvement methods, root cause analysis and requirements, testing and measurement of related problems.

2 Training methods: Simple and easy to understand, interactive strong examples or practice-oriented, reducing the theory of teaching.

2 Student Selection: The company has selected 36 participants to participate in the training. They were divided into 4 groups, each headed by a manager-level officer.

2 High-level participation: At the beginning of the training, the high-level made an opening statement, explaining to the trainees the purpose of the training, the expected results and so on. and participated in some of the exercises with the students, but also to the performance of the students to do a review.

2 Training Feedback: The overall effect of training is better, from the table below can be seen, the participants on the interaction between the instructor and students, and the lecturer in the field of experience is more satisfactory, and the course time allocation is slightly dissatisfied, this need to improve.

	Note: rating 1 to 6, indicating that the evaluation by the poor to good, that is, 1 is very poor, 6 is divided into very good
Serial number	Topic	Student score Mean value
1	Are course material details prepared properly?	5
2	Are the course exercises closely related to the curriculum? Does it help to better understand knowledge	5.15
3	Is the course time allocation appropriate?	4.95
4	Is the course material clear and easy to understand?	5
5	Does the instructor interact with the learner and is satisfied with the instructor's answer to your question?	5.8
6	What are the instructor's knowledge and related experience in this course area?	5.8
7	is the degree of satisfaction of the course meeting the training goals you need?	5

Tracking Checks

After the training, the enterprise leader assigned an employee as the interface person, responsible for the next 2-3 months to coordinate follow-up training results.

Through the tracking check, we found that the employees of the enterprise really began to use some of the skills and methods involved in training, such as building a measurement plan, collecting metrics data, conducting root cause analysis and so on. Some employees have reacted, they have not understood the measure before, and now there is a concept.

Let's go

After diagnosis and training, the enterprise developed an action plan and carried out activities within the next 2-3 months:

2 organization-level set of product delivery targets, i.e. 95% delivery rate

2 Some projects begin to develop measurement plans and collect metrics data

Overall results

2 The enterprise began to develop a measurement plan to collect metrics data.

2 added process definitions, such as the classification of defects, sources, etc., which are well prepared for future analysis.

2 continuous improvement of current issues based on action plans

Summary and lessons learned

2 to solve the customer pain points or problems.

2 Get high-level support (in this case, the boss and the high-level support of the strong).

2 training should be simple and easy to understand, interactive strong examples or practice-oriented, reduce theoretical teaching. and timely follow up the improvement effect.

2 Follow the 28 principles and concentrate on improving the boss's concerns.

2 for students to choose, need to balance their level of work, not necessarily require managers to participate in order to prevent the weakening of the initial level of staff creativity.

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Case Sharing (II.)--a case study of it enterprise in a financial industry in Jiangsu Province