Transition from project to operations

We are preparing a service support contract to maintain the corrective, preventive and user activities of an application that is being developed now. This is a new type of application done with new technology, so it’s not repeat the process we did for other applications.
Some key considerations we are trying to keep into account.

  1. We are planning the support activities in “well in advance”, this is necessary due to the slow customer decision process.
  2. Set expectations of customer takes time, this is a new type of service support so they do not have experience on similar areas.
  3. It’s important the exercises we are doing with the client in order they understand the service we are going to deliver. This is key, customer assumes a lot of activities are not needed, so they do not want to pay for it :-)
  4. Preparation of transition activities between teams is key: documentation, processes, training…; check that all project documents are completed and the quality of the content is aligned with service support requirements.
  5. Perform the effort estimation is easy, to get paid for it is complex.
  6. Track assumptions and decisions during the negotiations: “out of scope” has to be defined for all domains of change. RACI chart also helps to complete the responsibility of each piece of work.
  7. Perform measures before to start the service support. Having data prepared is key to understand the use of the system by end-users, volumes…
  8. Use readiness Metrics to go/no go decision making process (less emotional).
  9. Communicate properly when the service support is going to start. Try to reinforce the importance of both teams (project and service) working at the same time for a short period of time.
  10. Have the service support manager involved in the last activities of the project.

This exercise is being very interesting for me.

COTs 2011

As COTs (Commercial Off-The-Shelf Technology) were listed for 2011, we have listed them and now we are enabling the activities related to the services we provide will be linked to the business goals our customer is looking for.

This is a funny exercise for me to design and forecast activities for incoming months.

To do this exercise is to ask the people about the same things they do but in a different way from the reporting point of view. This is sometimes something complex to do.

My strategy is simple: show the team what is shown to the customer.

Some of the business goals are clear, and the actions has a specific project for accomplish it, so is easy to perform the exercise.

For others, to enable clear actions for improvement is something complex. For instance, to reduce the % of high priority tickets, reduce the number of root cause analysis…. it means that people has to continue doing their job as usual, but to report all these activities, this means it requires to the service managers to gather and report a lot of data.

How to do it? month per month I ask for a piece more of data…. continuous improvement

Simon Sinek: How great leaders inspire action

Almost 18 minutes of concentrated messages, very interesting about how we behave, act, feel and think. For my memories.

  • People buy from people who believe in the same things.
  • People buy based on beliefs, not facts; they use the facts to support their beliefs.
  • People buy the “why”, not the “what”.

In the context of offerings,

An offering by itself does not have value. The implementation of an offering has value if it resolves a customer problem. The customer has to believe that the proposal you are offering to him/her is the best approach to resolve their problem.

In this context and linked with the content of the video:

  • Big changes in your client’s industry  →   Why
  • Big objectives of your client’s Company →   How
  • Ways you can help your client’s business improve →  What

Xerox DocuShare

Learning about this product,

DocuShare is a content management system developed by Xerox Corporation. DocuShare makes use of open standards and allows for managing content, integrating it with other business systems, and developing customized and packaged software applications.

The DocuShare Content Management Platform includes three products:

  1. DocuShare Express delivers content management tailored to SMBs, for managing digital documents and converting paper content to digital.
  2. DocuShare provides document management, collaboration, image capture, and Web publishing capabilities to support information sharing in an enterprise or department.
  3. DocuShare CPX meets enterprise content management (ECM) requirements for records management, sophisticated team collaboration, and automated business applications.

Developer tools: DocuShare Developer Environment – A J2EE SDK for integrating DocuShare with other business systems, and building content-centric applications.

Solutions: DocuShare Virtual Filing System – Combines software, hardware, and consulting services to convert paper-based filing into a digital content management system.

Hosted solutions: DocuShare is also available as a hosted offering by Xerox’s outsourced services business.