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Project Portal
| Operations Review ( 4 : QPM : 1 : 1.4 ) ( 4 : QPM : 2 : 2.1 ) ( 4 : QPM : 2 : 2.2 ) ( 4 : QPM : 2 : 2.3 ) ( 4 : OPP : 1 : 1.1 ) ( 4 : OPP : 1 : 1.2 ) ( 5 : OID : 1 : 1.1 ) ( 5 : OID : 1 : 1.2 ) ( 5 : CAR : 1 : 1.1 ) ( 3 : IPM : 1 : 1.4 ) ( 2 : PMC : 1 : 1.6 ) ( 2 : MA : 2 : 2.2 ) ( 2 : MA : 2 : 2.4 ) Project Manager
Activity: Operations Review
Project Manager
Development Manager
Test Manager
Solution Architect
User Education Specialist
Solution Architect
User Experience Architect
|  |  |  | Operational Management |  |
|  | Participating Roles Responsible: Project Manager Development Manager Test Manager Solution Architect User Education Specialist Solution Architect User Experience Architect Accountable: IPM Officer Consult: All Informed: All
### Overview The purpose of an operations review is to take a monthly opportunity to give executives and team members transparent visibility into the organization's processes and ability to meet commitments. An operations review provides a learning opportunity for considering organizational changes and process improvements. Including senior executives gives them insight into how the business functions at a grass-roots level and allows them to lend their positional power to assist the flow in the project portfolio where appropriate. # Entry Criteria There are no entry criteria for this workstream # Sub-Activities
1 | Present Functional Metrics | For each function in the organization, present data to show the functional capabilities of the organization such as capacity, velocity, work-in-process, and lead time including data on variation. Separate variation into common cause (that which can be attributed to nothing other than the normal flow of operations and execution of the process as designed) and special cause (that which can be identified as abnormal or unusual and assigned against an individual, team, or function for resolution). The functional line manager or group manager should present the data for his or her department within the organization. Data should compare the current period with previous periods up to 13-months prior. Emphasis should be placed on the trend in the average capacity, velocity, work-in-process, and lead time including the trend in variation. The general focus should be to eliminate special causes through better issue and risk management and gradually reduce common cause variation through better analysis, planning, and estimating.
2 | Present Project Metrics | For each project in the portfolio, present the project flow data including schedule, scope, and budget or resources and variance in each of them. Present issue log data with a focus on the trend in issues, number open, rate of closure, average lead time to closure, and number of blocked-in-process work items and the trend in blocked-in-process work items. Summarize root cause of blocking issues and proposed solutions or workarounds. Request executive assistance where necessary.
3 | Consider Improvement Suggestions | Solicit brainstorming on process improvements that can be gathered throughout the meeting and used at the appropriate point on the agenda. Triage the improvement suggestions into three categories: so obvious a consensus forms around agreement that it should be implemented immediately; good idea, but further analysis on cost, impact, and benefit to be gathered; not worthy of further consideration.
4 | Solicit Executive Assistance | Present improvement suggestions that have been analyzed for their cost impact benefit analysis. Request executive approval to implement and solicit an executive sponsor to champion the change.
# Exit Criteria
© 2005 Microsoft Corporation. All rights reserved. MSF for CMMI Process Improvement: 1.00.0000.00 |