Process Improvement - Change Management - Training Solutions
People ⇔ Process ⇒ Performance
Topics, Templates & Tools for Service Delivery.
A COVID-19 $3T Debt-free Economic Stimulus Strategy for Retirement Accounts © 2020 Ralph Pettit, BC32 Solutions
Abstract: Letter sent to President Trump and White House Staff and California Congresswomen regarding a $3T Economic Stimulus Strategy for Retirement Accounts to help address the COVID-19 pandemic issues our nation continues to face. Read More
April 16, 2020 Dear Congresswoman: Nancy Pelosi, Dianne Feinstein, Kamala Harris and Susan Davis (Sent to each individually): I know you are very concerned about COVID-19 and its’ affect upon our Nation. Please take a minute to review this bottom-up, debt-free Strategy to put {$2.9T} directly in the hands of the people. Our businesses need Customers, not additional/deferred debt. (This communication was sent to the White House last Saturday: No response). Please forgive this cryptic format. Thank you each for serving California and our Country. Best Regards, Ralph B. Pettit ******************The Letter to the President***************** April 11, 2020 The Honorable Donald J. Trump President of the United States of America The White House 1600 Pennsylvania Avenue NW Washington DC 20500 Subject: A Debt-free Economic Stimulus Strategy for Retirement Accounts. Dear Mr. President: This “Debt-free” Strategy is to the benefit of both the Government and the people. Even with the initial tax credits and retirement account provisions in the CARES Act there remains in these accounts a huge, untapped capital reserve that could be used to support the economic stimulus. The Strategy proposed here: Tap that reserve using a tax free, not deferred, incentive. The ICI data from March 2019 shows retirement assets of $29 trillion. Assuming a 10% Tap, withdrawals could immediately free-up $2.9 trillion for the economy. This Strategy is straight forward to implement and would: (1) Allow minimal Government/regulatory overhead and risk, and place distribution and reporting responsibility in the hands of financial institutions already set up for it; (2) Immediately put money ($2.9T) in the hands of the people thus supporting top-down stimulus initiatives; and (3) Not add to the national debt. The Strategy would generate an immediate infusion into the working economy. The concept is a one-time Tap, tax and penalty free, to a fixed percent/amount and perhaps an incremental tax to some cap thereafter if desired. That’s in your hands. Best of all, We the People, would be using hard-earned money (and tax benefit) to participate in the economic recovery of Our Nation. We would be providing debt-free monies to our families and economy stimulating commerce, employment and hope. Exactly what each one needs at this time. Thank you for your time and your leadership Mr. President. Yours Truly, Ralph B. Pettit Ralph B. Pettit ralph.pettit@boringcreek.com Dist: Mssr. Trump, Pence, Mnuchin
Deployment Model For SaaS Solutions © 2018 Ralph Pettit, BC32 Solutions
Abstract: A deployment model is presented for the successful introduction and implementation of new product release or change management initiatives. Deployment Plan key activity descriptions and WBS are provided. Although the application presented here is a SaaS multi-client subscription software solution, we may generalize the principles (with some rigor) to any business application or vertical. Read More
SaaS Deployment Strategy The SaaS deployment strategy for a client focused subscription service for sales and channel marketing is built into the marketing plan with a focus specifically upon the end-user (client) engagement and value proposition. The economic value is assumed to be quantified in your Business Plan as part of the initial sale of service. This requires that the deployment team has a thorough understanding of both the SaaS Solution(s) offered as well as customer operations, workflow, demographics and behaviors: That is, those persons who will determine your Solution (or initiative) success. At best, if it fails, heads fall; at worst, you lose your company, integrity and investors: Proceed with Caution. Deployment Scenario Basics It is important that the marketing and operations sides from both entities collaborate and understand the prerequisites for success. These are the Key Practice Indicators (KPIs) upon which metrics and service levels are based and feed the business balanced scorecard (BSC). There are two BSCs: Your Client’s and Your Company (as the SaaS Service Provider). The Deployment Plan we are discussing here is for client engagement. There is a subset of the plan which may be used for the B2B Product Sales Team training which orients the sales team using the same KPIs and key practice activity information discussed below: Yet is delivered as a separate company proprietary training platform. Your Champion Sales Team has achieved client capture (enrollment) threshold (say 60%) defined in the Regional Marketing Plan. Assume that represents 85 different business entities and 250 personnel. Your SaaS Solution has a primary B2B marketing channel, accounting for 70% of the client’s ROI (your subscription service is FFP, recurring) and value stream. There are four (4) supporting (also B2B) channels which provide added functionality, capability, ease of operations which can be either integrated or autonomous from the primary channel. The Solution suggests a multitiered structure for the Deployment Plan which looks like this: PC1 (Core) SC1 SCn The deployment strategy presented may be applied to any Solution for business (although the complexity can vary significantly) whether a multi-tiered ERP Solutions for a Fortune 50 company, or a single primary channel with a small, private managed healthcare operation. The Deployment Plan is structured to manage two outcomes: The (1) (software) product release to Client; and (2) client end-user acceptance (use) of the (new) product Solution. Keep in mind that the end-users are people working in an established culture, which may or may not be made in heaven: The job of the Deployment Plan is to make it Heaven. To do this you need a Deployment Project Plan. That Plan is based upon Deployment Plan Key Activities. Deployment Plan Key Activities Identify Solution Outcomes for The Client. The business Solution outcome metrics are the prescriptive part of the Deployment Plan built from the KPIs to provide the delivery structure and content for the Plan. The actual collection (validation) occurs during operations, but they provide the framework for the Deployment Plan. These may include revenue generation, time to completion of task, ease of use (UX), parametric/non-parametric data, transaction processing (Tier 1, Tier 2, Tier N), collaborative db use, and growth/decline volume. Success metrics allow comparison between pre- and post-implementation performance, cost and ROI/ROA of the Solution for your client. Your Program Account Manager and Quality Management Team is responsible for proactively monitoring and reporting these metrics. CRM Key Success Metrics. These are the CRM/Customer Satisfaction ratings vs. SaaS (business) Solution Outcomes: Although the two are closely linked it is the CRM feedback loop and data integrity we emphasize here. CRM Success Metrics consist of both business metrics and system R&M performance service levels. The metrics are both parametric and non-parametric affecting the BSC. The SaaS Solution will track and report both business and system metrics. The incident management team and system identify, resolve (RCA) and prevent (CA/CAR) including remediation and change management. Input from the Help Desk incident report/call report and client management are incorporated as part of the CRM input to the BSC. Your Deployment Plan shows the importance and continuity of our CRM Key Success Metrics through the Quality Management System. The Client Business Environment. The positioning of your SaaS Solution within the business environment for client operations determines how you structure the deployment plan and training modules. It is one thing to be part of a corporate-backed global change program; and something quite different when your Solution is new and proposed to replace an existing solution. Your customer, SMEs and process experts help mold the target population predispositions and the deployment approach and timeframe to optimize successful acceptance and use. This is integration of your SaaS Solution into the business culture. Target Population Characteristics. The Deployment Plan is focused upon the client target population for the end-users of the Solution. The individual and team characteristics include skill level, motivation, incentives, intellect, responsibilities, culture, biases, all which frame the training content and delivery strategy. Identify key client personnel using the Solution for login/password issuance (commitment) and tracking/reporting metrics at the onset of training and operations. Develop a Deployment Communication Plan, The Communication Plan details the timeframe and schedule for the Deployment Plan. This is key to capturing end-user buy-in to the Solution: It requires commitment and a “word” from both Client Champion Executive and the Supplier Executive embracing the Program Collaboration. It should be clear, crisp, open and up-front regarding expectations, outcomes and resources, including mentoring and Help Desk support. Note that, depending upon the purpose and level of the Deployment Plan and number of independent client subscriptions, the Communication Plan may reference (leverage) the Supplier Regional Marketing Plan key milestones (e.g., market penetration, application utilization, unit criteria, financial incentives, global roll-out) to consolidate client participation integral with the SaaS Solution Supplier. Deployment (Training) Structure. The training structure is built using tailored ISD with both knowledge and skill behavioral objectives tied through the job task analysis (i.e., workflow analysis) and KPIs. It is a hierarchy with the Core Primary Channel (PC1) Training Module at Tier 1. This is the Core Solution content required for the implementation into the business operating model. It includes detail related to PC1, with introduction of the SC Modules. Keep this to under 1 hour for our example. For more complex PM cross-functional collaborative training I have dedicated 2-4 hours lecture/interactive for this level: It all depends upon your goals and complexity. The target population (as individuals) have to understand the Solution “key take aways”. To do this as the Deployment Lead you need to: “Win the crowd”.…(Gladiator© 2000.)….to ensure their allegiance, and your success. Secondary Channel (SC1-SCn) Training Modules (Tier 2) – These are the Tier 2 (support) product solution modules and are developed as part of the overall Deployment Plan. These follow the same guidelines and KPAs as the Primary Channel training. Each stands alone with clear functionality and interfaces to the total Solution. The emphasis here is that the SC1-SCn modules are only identified (touched upon) in the PC1 Training. Each Secondary Channel training stands alone and has a unique schedule as a subset of the Deployment Plan schedule. Key Personnel Roles & Resources. Standard PMBOK® as we put the team together which will consolidate our SaaS Solution work on the product into a comprehensive, easy to use customer training package. This is systematically developed with a multi-disciplined team culled from experts on the solutions team, client and support areas: PM, Account Manager(s), Industry SMEs, Solution Architect, DBA, QA, Training, BPA. You need the client for critical path gate review/acceptance of the delivery content contained in the Deployment Plan. Budget WBS resources include personnel, travel, ODCs and CRM with contingencies until completion of the Deployment Training milestone and transition to operations is complete. YOUR Company Success Metrics. These don’t appear specifically in your Deployment Plan, but each task you have identified in that Plan must needs to be understood by your project team how the task contributes to your business success. We us a modified RACI model for KPIs to accomplish this. It ties into your Business and Marketing Plan objectives, program schedule, EAC and internal (or) external milestones (e.g., Win/Capture). They are part of the Mission Assurance (Quality Systems) input to the BSC. Deployment Plan WBS. The WBS is presented as standard waterfall. Actual tasks, schedule and resource detail is determined from the specifics identified in the Key Activities and budget for the Project. A four (4) level WBS is recommended. The top two (2) levels are shown below: An experienced project team and SMEs can iterate requirements and content through the pilot up to the point of going public with the Deployment Plan training delivery. You need, and want, customer buy-in throughout, preferably through a gate-review or Agile-type milestone process. Deployment Plan WBS Task Activity Chart WBS Task Activity 1.0 Understand Target Population End-User 1.1 Client Key Personnel 1.2 Profile End User Characteristics 1.3 Entry Level Skills & Behaviors 1.4 Typical Workflow (related to Solution) 1.5 Incentive Model 1.6 Business Culture 2.0 Build Communication Plan 2.1 Message Content & Release Schedule 2.2 Distribution/Access (email; portal; log-in) 2.3 Help Desk Availability 2.4 Prepare Message Content & Review with Client 2.5 Specify Enrollment Instructions/Record for Participants 2.6 Prepare Deployment Orientation Schedule to End-Users 2.7 Identify Client SaaS Solution Initiative Champions 3.0 Knowledge Transfer End-User Analysis for Training 3.1 Job Position Workflows (JTA) 3.2 Workplace Environment 3.3 Key Factors to Success/Acceptance 3.4 Existing Systems & Tools 4.0 Training Program Rollout 4.1 Curriculum Training Structure & Schedule 4.2 Publish Deployment Orientation Plan Schedule for Account Distribution 4.3 Structure Curriculum & Delivery Mediums 4.4 Training Objectives and Outcomes 4.5 Prepare Instructor/Web-Based Deployment Training 4.6 Prepare B2B Internal Sales Team Training 4.7 Pilot Training & Revise 4.8 Conduct Training per Communication Plan Schedule 4.9 Revise Delivery/Content (as required) 4.10 Repeat WBS 3.0 and 4.0 for Other Modules (SC1-SCn; B2B) 5.0 Continuous Improvement 5.1 Transition to Account Management 5.2 Account Facing & Follow-up (Lessons Learned) 5.3 Service Level RCAs & CARs 5.4 Identify/Publish Help Desk & Web Support Channels 5.5 Incident Management Team 5.6 Monitor KPI Use/Metrics for Client & Service Provider Summary The Deployment Plan is the key for employee engagement and acceptance, product success and business value. It is the final milestone for any (SaaS) product introduction, or strategic change initiative, and provides the framework for the smooth transition of the Solution to operations. The Plan is systematically developed as part of the overall Solution/Initiative project plan. The Deployment Plan is focused upon capturing, communicating and transferring system and end-user outcome behaviors to those individuals responsible for applying the Solution daily in their business operations. This is accomplished through the time-phased collaboration of key product champions to the point of service delivery for the enterprise.
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LEAN Six Sigma Governance & Quality for Today © 2017 & 2019 Ralph Pettit, BC32 Solutions
Six sigma. That would be 3.4 defects per 1,000,000 opportunities (DPMO)....and it is applied as a key quality metric for stringent production environments where variables (i.e., parameters) are defined, controlled and managed. Six sigma is a statistical criteria based upon discrete (attribute) data and the results and consequences (e.g., frequency/severity) of failure of the production unit or system. For products and disciplines we have such as the FDA, NASA, precision manufacturing engineering, AI robotics or laser targeting systems classic six sigma metrics remain valid. Read More
Today, however.....for the rest of us, the majority of our business operations and service delivery platforms consist largely of continuous data which does not, and likely should not, require classic six sigma quality metrics and systems. The transformation of six sigma, even lean six sigma, into our nonparametric socially networked enterprise operating system is where today's organizations and project management (our collective "we") get into trouble. We immerse in prescriptive test and data and chaos and miss the shaving saving economies of Occam's Razor (e.g., Vilfredo Pareto) in our business models reconciling people, product and system performance. Too much time, to little consistent return of both economic and personal value. We need a new, or at least revisited, perspective, definition, and expectation of where we are headed, what we want to achieve and how we can possibly know (measure) progress as we get there. The majority of businesses today speak and hear, but never see, six sigma as a statistical quality metric for their operation. This impacts everyone with the (pseudo) result netting eponym as placebo (Boring, 1963): An LSS pandemic panacea if you will, for the ailing business masses. It is important to distinguish classical six sigma from the todays LSS continuous data we are monitoring for today's Zeitgeist: Today we have a complex integrated system of tools and approaches to implement business operations quite different from the classic engineering product line. Our culture has melded (I am including myself here as well) and accepted LSS as a systematic conceptual model which allegedly provides us with the means to identify and mange the requirements for successful change, business operations and improvement ad infinitum. The basic LSS DMAIC (5 step process) toolkit is typically what we employ for qualifying and driving quality governance today. However any use and implementation of LSS or DMAIC should be predicated upon Deming's 14 Points for Quality Management (1986).
Training Objective Template for Subscription Sales © 2016 Ralph Pettit, The Boring Creek Company
Training Terminal Objectives (TOs) presented for sales team training. The Enabling (training) Objectives (EOs) are developed using the ISD design process and support the TO outcome behavior for product knowledge, and those tough prospective client challenges. The training objectives are developed to equip the sales team with the knowledge and skill necessary to meet client business requirements and ensure client enrollment. Read More
(a) TBD® Business Solution and unique position in the industry; (b) Enrollment process for Client engagement; (c) Sales skills and responses to the Client sufficient to always positively reinforce TBD® brand and never stigmatize; (d) Steps required to update Client information in the TBD® SaaS Solution platform and CRM analytics (e.g., Salesforce, Zoho). Training Objective 2 (a)To successfully introduce and engage Client key personnel to the TBD® SaaS Solution and its' leverage over the competition; (b)Based upon a thorough understanding of Industry and Client key business objectives (i.e., KPIs, outcomes) and how they are measured; (c)By applying each instance of the TBD® Saas Solution to those Client business objective(s) using an adaptive sales strategy tailored to address specific Client needs, personnel and environment; (d)Such that, upon completion of the Client engagement meeting, the Sales Person has received written authorization and approval (from the appropriate Client level) for: (a) Client subscription to TBD® SaaS Solution; and (b) account financial authorization for the recurring subscription service charge.
Training Objective 1
Training will provide a standard sales format for the introduction to, and enrollment of, each Client business entity (e.g., POS business or dealer) including content sufficient to demonstrate key elements of the:
Training provides the sales team personnel with the necessary knowledge and skills;