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Agenda
Learning Objectives
PIR Purpose
Old and New Environments
PIR Process
Exercises
References
New Glossary Terms
Test
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Learning Objectives
Describe the importance of performing a
Post Implementation Review (PIR)
Describe the new opportunity for sharing
learnings
Describe the timing and use of the PIR
process
Conduct the PIR process
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PIR Purpose
Improve the quality of future products
Make life easier for future project teams
NOT to celebrate
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Fulfilling the PIR Purpose
Proliferate proven BKMs
Identify and fix current process gaps
Learn from our mistakes
Identify opportunities for standardization
Identify opportunities for automation
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PIR Requirements
Reference
the PIR section
of the OSP
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Why is a PIR important?
We want to and need to improve our
methods for developing products
– Better
– Faster
– Cheaper
Sets aside time when we can focus on
process improvement
Provides an efficient way to proliferate
improvements
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Old Environment
Learnings
New
project
New
project
New
project
Database
Learning
Learning
Learning
Learning
Learning
Learning
Learnings
Old
Project
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New Environment…
…New Opportunities
eSP
Project
Learnings
Project
Learnings
Project
Learnings
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PIR Process Development
Requirement - must take advantage of the
new environment
Constraint – PIR meeting must not exceed
2 hours
Due to the constraint, a survey must be
utilized
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PIR Process
PIR planning is done during the Planning
Phase
Reference
eBG-PD-23-
Post Implementation Review.doc
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Completing the Survey
Reference
eBG-PD-23-
Post Implementation Review.doc
and eBG-PC-42-
Post Implementation Review Survey.doc
Survey intentionally does not have
leading questions and is not constricting
Survey is short so that participants can put
substantial thought into improving methods
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Determining the Root Cause
Identify the issue
Ask “Why” the issue occurred
For each of the answers, ask “Why” again
Repeat until you know what actions or
circumstances caused the issue to occur
Limit yourself to 4 levels of causes
Concentrate on resolving the most critical
root causes (what can we do to make sure
this never happens again)
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ExerciseExercise
For each issue, determine the root cause(s)
For each root cause, provide a resolution
that is repeatable by every future project
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Exercise #1Exercise #1
16. Describe the most crucial issue experienced during the execution of the project.
I bought eggs at the store and we already had eggs.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
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Exercise #2Exercise #2
16. Describe the most crucial issue experienced during the execution of the project.
VCR didn’t record because it was programmed incorrectly.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
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Exercise #3Exercise #3
16. Describe the most crucial issue experienced during the execution of the project.
Ran out of gas because the gas gauge is still broken.
17. Why did this issue occur (root cause)?
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted, additional
collateral required, training, communication requirements, etc.
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Consolidating Survey Results
Extract information from the surveys
Complete root cause analysis and resolution if possible
Record results in the spreadsheet or presentation
Reference
eBG-PD-23-
Post Implementation Review.doc
and
eBG-TP-55-PIR Survey Results.xls
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Extracting Process Improvements
Successful activities
– Determine if the item is a valid BKM
– Determine why the BKM is not part of a process
(root cause)
– Is it a tip?
– Determine the resolution (how to make it part of the
process)
Issues
– Ensure root cause(s) is identified and accurate
– Ensure there is a valid resolution for each root
cause
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PIR Meeting Preparation
Each ‘Tip’ must have an action plan
The ‘Open Items’ will be dispositioned
during the meeting
Reference
eBG-TP-45-Post Implementation Review
Presentation Template.ppt
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ExerciseExercise
For each survey result, determine:
– what action the PM should take; and
– where to document each result in the
presentation template
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Exercise #4Exercise #4
16
.
Describe the most crucial issue experienced during the execution of the project.
Though I think our Risks were comprehensive from a detailed level, I think we
missed identifying risks in entire areas, like with regard to integration.
17
.
Why did this issue occur (root cause)?
There are too many possible risks to think of all the different areas where risks
may occur.
18
.
What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Create a checklist or taxonomy to help with risk identification so we don’t miss
an area like integration, including common attributes of risks within each area.
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Exercise #5Exercise #5
1
.
Describe the most successful activity performed by project team members that
provided the most benefit to the project.
Communication Plan was a good tool that provided thorough communication.
2
.
Was the activity performed as a result of strictly
following an existing eSP process? Yes/No
Yes
3
.
If yes to question 2, does the eSP process explicitly
and clearly require that this activity be performed in
the manner that this project performed the activity?
Yes/No
Yes
4
.
If no to question 2, does an eSP process or
template exist where this BKM could be
documented so it could be used by all projects?
Yes/No
5
.
If yes to question 4, which eSP process?
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Exercise #6Exercise #6
16
.
Describe the most crucial issue experienced during the execution of the project.
There were a lot of last minute design changes.
17
.
Why did this issue occur (root cause)?
18
.
What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
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Exercise #7Exercise #7
16. Describe the most crucial issue experienced during the execution of the project.
Lots of swirl deciding on the best training approach, i.e., 3 day boot camp, 1 day
workshop, WBT. Final 1 day workshop approach worked very well but decision
was painful. Team used Consensus Decision-making.
17. Why did this issue occur (root cause)?
Training lead does not have skills to lead a group through a decision process.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
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Exercise #8Exercise #8
1
.
Describe the most successful activity performed by project team members that
provided the most benefit to the project.
For XP projects, Sharepoint tracking of the build process has greatly reduced
the number of emails flying around, which is good.
2
.
Was the activity performed as a result of strictly
following an existing eSP process? Yes/No
No
3
.
If yes to question 2, does the eSP process explicitly
and clearly require that this activity be performed in
the manner that this project performed the activity?
Yes/No
4
.
If no to question 2, does an eSP process or
template exist where this BKM could be
documented so it could be used by all projects?
Yes/No
No
5
.
If yes to question 4, which eSP process?
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Exercise #9Exercise #9
16. Describe the most crucial issue experienced during the execution of the project.
We skipped code reviews because we didn't have time to do them. I think the
quality would have been much better had we actually performed reviews.
17. Why did this issue occur (root cause)?
Process was not followed because the project manager said we didn’t have to.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
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Conducting the PIR Meeting
See QAP for meeting specifications
Most of the meeting is used to develop
process resolutions to complex issues the
project encountered
Reference
eBG-OS-03-Quality Assurance Plan.doc
and eBG-PD-23-
Post Implementation Review.doc
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Prioritization Techniques
Don’t spend too much time on this activity
Try to prioritize quickly with simple
discussion
There may be no time to address the lower
priority items
Use a formal technique only if necessary
(more time consuming)
– Nominal Group Technique
– Weighted Multivoting
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Root Cause Analysis Technique
Use fishbone diagram
– (a.k.a. cause and effect or Ishikawa diagram)
This should be a quick analysis
– Get to a conclusion quickly
– We are brainstorming - there is no one right answer
– This is not going to get published, so don’t be a
perfectionist
You may only get a couple of these completed
in one hour
Limit yourself to 4 levels of causes
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Exercise #10 (optional)Exercise #10 (optional)
As a class, perform a root cause analysis on the
problem statement listed on the attachment
Root Cause
Template
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Closing Out the PIR
Submit process change requests
Complete Action Plans for Tips
Archive presentation and minutes
Communicate results
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Summary
Don’t wait until the PIR to submit
process improvements
Project Management skills needed
– Individual and group root cause analysis
– Prioritization
– Process change request extraction and
submission
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New Glossary Terms
* A complete list of Glossary Terms & Definitions located at:
http://ebg.intel.com/cmmi/glossaries.htm
Term Definition
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YOUR AR: COMPLETE COURSE TESTYOUR AR: COMPLETE COURSE TEST
Complete course test within two weeks for credit
– A score of 80% is required to pass and receive Intel U
credit
Where do I find the course test?
– ISTG’s online learning tool CourseTracker
http://elearning.intel.com/ct/default.asp?
– Click Course Catalog
– Click Search
– Enter PIR Test
– Instructors will give you specific course tests to take
Purpose of a course test?
– Verify knowledge transferred as a result of training
– Measure effectiveness of our training
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Exercise #1Exercise #1
16. Describe the most crucial issue experienced during the execution of the project.
I bought eggs at the store and we already had eggs.
17. Why did this issue occur (root cause)?
• I didn’t check to see if we needed eggs.
• I didn’t have a list.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Create a list before I go to the store, checking what we are out of. Perhaps
create a template with standard items and a check box for each to make sure I
consistently check the current inventory of regularly purchased items before I go
to the store.
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Exercise #2Exercise #2
16. Describe the most crucial issue experienced during the execution of the project.
VCR didn’t record because it was programmed incorrectly.
17. Why did this issue occur (root cause)?
• I didn’t know how to program it.
o There is no on-screen programming capability.
o I didn’t read the instructions.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted,
additional collateral required, training, communication requirements, etc.
Always read the instructions of any new appliance or electronics.
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Exercise #3Exercise #3
16. Describe the most crucial issue experienced during the execution of the project.
Ran out of gas because the gas gauge is still broken.
17. Why did this issue occur (root cause)?
• Haven’t had the gas gauge fixed.
o Haven’t had time.
o Didn’t think it was important.
• Couldn’t remember the mileage on the odometer when I last filled up the gas tank.
18. What specifically can be done to ensure that the issue will not occur on another
project? Think about which eSP process or collateral would be impacted, additional
collateral required, training, communication requirements, etc.
• (major bullet is not the root cause; see sub-bullets)
o Improve time management (take a time management course)
o Adjust my prioritization criteria because of the high impact (spent 2 hours
getting gas)
• Use odometer that can be reset, OR put paper and pencil in the car to record
mileage.
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Exercise #4Exercise #4
This should be the most common type of issue information returned from a survey.
This results in a process change request being submitted from the resolution field.
Exercise #5Exercise #5
This accomplishment results from following an existing process. No action is
required, and simply validates the existing process.
Exercise #6Exercise #6
Not enough information exists to perform a root cause analysis, or even determine if
there is a valid issue. If this appears on multiple surveys, the item may be added to
the Open Items list in the presentation for group root cause analysis. Otherwise, no
action is possible.
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Exercise #7Exercise #7
Action must be taken (the right thing to do for Intel, the next project, and the next
project’s team members). However, this should not be documented or included in
the presentation, but should be dealt with offline.
Exercise #8Exercise #8
Since the process does not mandate how to track the build process, this should be
included in the presentation as a Tip, with an appropriate action plan to proliferate
the learning.
Exercise #9Exercise #9
The existing process was not followed, with poor results. No action is required. The
actions taken by the PM should show up during Focal.
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Exercise #10 (optional)Exercise #10 (optional)
Sample solution:
Root Cause
Template
Editor's Notes
The quality of future products can be improved by improving the way the products are developed. WLE (Work Life Effectiveness) Help future projects avoid pitfalls Help future projects avoid long hours Help future projects succeed This is NOT where we celebrate our success. The celebration needs to be a separate event. The PIR is hard work. Need to stay focused on the task. Requires considerable thought. Celebrating our success should not be work.
What have we proven to work that should be repeated by future projects? Where do the existing processes not meet our needs? What do we want to make sure future projects don’t do? Where can we standardize – the benefits here are the same as those for driving us toward having standard processes across the organization? Where can we automate tasks? Simple tasks that are repeated many times Complex tasks that are prone to error
(Last 2 sentences in the OSP will be discussed during the review of the process) Notice the timing – “prior to closure”. PLC project closure has the successful completion of a PIR as an entry criteria. Known by many names – retrospective, post mortem, post implementation review. Our PIR is different than any other at Intel due to our new opportunities (to be described later).
If we want to remain competitive, we must improve quality and efficiency. We must continually move forward. CMMI is a process improvement framework. Insanity: doing the same thing over and over again and expecting different results. - Albert Einstein
This is the environment that most all of Intel is currently in. Once learnings are identified, the trick is to be able to effectively pass these learnings along to future projects. The people from the old project go on to new projects and hopefully will take at least some of the learnings with them. This usually limits the learnings passed along to the domains of the personnel passed along. If you are fortunate enough to have a database or website where learnings can be archived (the shaded part of the picture), new projects can find relevant learnings to apply to their project. This relies on a pull system (the end user having the desire and time to go get the information), and a structure that allows a person to find relevant learnings within a large database. Hopefully the project personnel will have the time, desire, and mechanisms to sift through the information and find something meaningful to his/her project. Relying on ‘hope’ for the foundation for process improvement is not very reassuring (hope people take learnings with them; hope new projects have experienced people on them; hope PMs will/can find applicable learnings in a large database; hope new projects are aware of pitfalls experienced by past projects; hope the word gets passed along). The Intel retrospective web site states that incorporating BKMs/Key Learning’s into subsequent projects is the most challenging part of the process! And that having no closed loop to require key learning’s to be considered for subsequent projects is a major issue. WE HAVE AN OPPORTUNITY TO RESOLVE THIS.
This is the environment that ISTG is in. This provides us with a huge advantage that affords us some great opportunities. All projects use the standard processes. Each project incorporates its learnings back into the standard processes. This enables a project to share its learnings (using a push system) with the entire organization, all geographies, and all applications. So the objective of the PIR is to improve future projects by identifying and sharing learnings, preferably by using the process change control procedures.
The JAD that developed the PIR process decided that the PIR meeting must not exceed 2 hours, which meant that a survey taken prior to the meeting must be used to collect information from which to derive the learnings.
Review tables 3.1 and 3.2, including notes. Table 3.1: Planning is done early in the life cycle (during the Planning Phase), immediately after the entry criteria has been met. Entry criteria – names do not necessarily have to be assigned to roles, as long as you know which roles need to participate (including any stakeholder who uses the processes). The PIR must be conducted at the end of the project. However, the PIR process may be utilized at additional points in the life cycle (e.g., at the end of a phase, or after an event like a delivery by a supplier). Table 3.2: Go to the survey tool and walk through how to set up a survey. Survey tool provides anonymity if that is important (some groups find this important, other groups want to know who sent the information – this can vary by country and is dependent on the culture). Notice the timing of the PIR in the Notes. A completed PIR is an entry criteria to PLC Closure. The standard survey MUST be used, and CANNOT be modified, but CAN be appended with additional questions if desired.
Review table 3.3, including notes. Table 3.3: Survey participants must include the project manager, all personnel attending the PIR meeting, and those stakeholders who will not attend the PIR meeting but have used the processes. These individuals are identified in the PMP. Notice the objective in step 1. Review eBG-PC-42-Post Implementation Review Survey.doc. Survey: Survey asks for 3 most successful activities, and 3 biggest pain points. This is the team’s opportunity to improve the next project and fix what is broken. Describe the successful activity in enough detail that the process can be updated with the information. ‘Enough detail’ means that future projects can execute these successful BKMs. The description of the crucial issue and its root causes are steps to the objective, which is the resolution and hence the process improvement/learning. The expectation of those surveyed is that substantial thought be put into what went well and what didn’t. Substantial thought must be put into the root cause and resolution for the PIR activity to add any value. Quality (process) improvement must be a way of life for us, and this takes a concerted effort. The resolution of each root cause of an issue is the process improvement. The root cause and resolution must be in enough detail to effectively initiate a process change.
Take time to really think about ‘why’ the issue occurred. Make this an informal analysis. Use paper and pencil if necessary, but this may be able to be done in your head if the issue is simple enough. There is no “right” answer, so don’t worry about getting it wrong. Think about what could have existed so that this issue would not have occurred on your project. This is the process improvement. Please document this as the resolution. You may have several resolutions, especially if there is more than one root cause. If you can’t figure out the resolution, just document the issue and root cause(s), leaving the resolution blank. If you can’t figure out the root cause, just document the issue and leave the rest blank (but make sure you put forward a legitimate attempt at identifying the root cause). FOR THE RESOLUTION: Think about the existing process. What would have helped prevent this from occurring? Add a template (checklist; taxonomy; email template; etc.). Add a field to a template. Add descriptive/instructional text (in italics) to the field of a form. Add a comment with instructions to an Excel cell. Add an item to a list (a role to the R&R org standard; an item to an existing checklist; etc.). Clarify a process step. Assign a different role to a process step. Process should require that a record be archived. Etc., etc., etc.
As a class, complete these exercises. Complete the survey table for each example with the root cause(s) and resolution(s). Do not spend more than 3-4 minutes on each exercise (1-2 minutes may suffice).
Assumption: No known errors were made during programming (so you didn’t know how to program it).
Review table 3.4, EXCLUDING notes. Table 3.4: eBG-TP-45-Post Implementation Review Presentation Template.ppt will be reviewed in a subsequent slide. Concentrate only on extracting the results from the surveys and recording them on either the survey results spreadsheet (for process change requests) or the presentation template (either as learnings/tips that are not process improvements, or as open items to be analyzed during the PIR meeting). This step is to organize the feedback from the surveys. Combine duplicate issues or successes. The root causes may not be identical, so list all unique root causes and resolutions that are valid. This will require a new mindset. Try to apply every resolution and BKM to processes since this is the most effective way to proliferate the learnings. Most all learnings will be able to be applied to a process, and very few will need to be tips.
Review the notes in table 3.4. Survey (eBG-PC-42-Post Implementation Review Survey.doc): Successful activities If question 2/7/12 is answered “no”, determine if the BKM is truly better than the existing process, and why the process was not followed (root cause). If questions 3/8/13 is answered “yes”, then there is no further action required. The BKM is already required. If question 3/8/13 is answered “no”, then the BKM is not included, or is not clear, in the existing process and needs a process change request. If question 4/9/14 is answered either “yes” or “no”, a process change request is needed. The answer to questions 4 and 5 help determine the resolution. Issues For questions 17/19/22, verify that these are the root causes. Complete the root cause analysis if incomplete or missing. For questions 18/20/23, verify that the resolution will prevent the issue from occurring in the future, and correct or embellish if necessary. Ensure that each root cause has a resolution.
Complete the template through the ‘Open Items’ page. The remainder of the template is to be used to document the decisions made during the meeting, and to document meeting minutes. Any ‘Tip’ without an action plan probably will not be able to be used in the future. Sensitive issues (e.g., human resource issues) may be dealt with offline and not documented. The time-boxed agenda provided is only a guideline. Make a best-guess as to the priority of the Open Issues and list them in order of importance, highest importance first.
As a class, discuss what action the PM should take. Refer to the speaker notes on the previous slide to help disposition each example. Do not spend more than 3-4 minutes on each exercise (1-2 minutes will be all that is needed on most).
Assumption: the process does not mandate how to track the build process.
Review table 3.5. Table 3.5: Open the process change request spreadsheet (eBG-TP-55-PIR Survey Results.xls embedded in the presentation) and validate the proposed change requests that will be submitted. Validate the ‘Tips’ and corresponding ‘Action Plans’.
When addressing the Open Issues, take a little time (but not too long) to prioritize them since analysis time is limited. Start by asking if there are any disagreements with the order in which they appear, with the highest priority being listed first. Try to come to a quick resolution as to the priority. If agreement cannot be reached, use a more formal technique. THIS IS NOT A SKILLS CLASS. Nominal Group Technique Assign a letter to each item (first item is A, second item is B,…). Assume 5 items on the list. The most important item receives a 5, the next most important receives a 4, … and the least important receives a 1. The highest priority MUST have the highest value so a non-vote (equating to 0) does not increase an items priority. Each participant ranks the items and assigns a score, 5 through 1. The project manager adds the rankings for each item. The sum for each item indicates is priority, with the highest sum receiving the highest priority. Limit the number of rankings to 10, even if there are more than 10 items. Each participant only ranks the top 10 items, with all other items receiving a 0 from that participant. Weighted Multivoting Assign a letter to each item (first item is A, second item is B,…). Assume 5 items on the list. Each participant has 100 votes to distribute among the items. A participant may give all 100 votes to a single item, or spread the votes among several items depending on their relative importance. The project manager adds the ratings for each item. The sum for each item indicates is priority, with the highest sum receiving the highest priority. If the sums are close, another round may be performed between the items with close vote totals.
THIS IS NOT A SKILLS CLASS. Use fishbone diagram (a.k.a. cause and effect or Ishikawa diagram). You may only get a couple of these completed in one hour, so make sure you prioritize. Make sure everyone agrees on the problem statement. Include as much information as possible on the “what,” “where,” “when,” and “how much” of the problem. Use data to specify the problem. Modify the categories of the major bones to fit the situation. Keep asking “why” until you have reached the root cause (go no more than 4 levels deep). A root cause may appear multiple times. These root causes may be more critical than others. Visio has a root cause template (see attachment).
Perform the root cause analysis as a class. Using a white board would be easiest, but this can also be done via NetMeeting by completing the Visio attachment above. This exercise will take approximately 10-15 minutes).
Review tables 3.6 and 3.7. Table 3.6: Process Coach will submit the process change requests. Table 3.7: Archive the PIR presentation/minutes in the project records repository.
Students should be referred to the web site for the most current list of terms and definitions.
Write the test codes on the board and be prepared to give them to the students.
There are 2 resolutions, one for each root cause. Both root cause resolutions could be a combination of a process and a template.
There are 2 root causes. The first root cause has no resolution (unless we want to buy a new VCR). Some root causes will not have resolutions. Notice that the second root cause resolution does NOT state that I should go back and read the VCR instructions. This only addresses the symptom, and is a bandage. We need to ensure we fix the root cause for future project, which in this case needs to address ALL appliances and electronics so I know how to use them.
It is important to precisely state the issue. Notice that the “gas gauge is STILL broken”, putting the issue in context. So the gas gauge did not JUST break. Also notice that this is a compound issue signified by ‘because’, so there are actually 2 related issues. If one issue is resolved, the other goes away, but both may need to be resolved due to the length of time to fix the primary issue. There are 3 root causes, and 3 resolutions. The last resolution has 2 alternatives. The EPG may choose one, or may include tailoring criteria if both are accepted.
