Showing posts with label Quality Control. Show all posts
Showing posts with label Quality Control. Show all posts

January 18, 2020

Project Governance and Gate Reviews

Thought this may be helpful for those looking at a Governance Process and Gate Reviews for project management. 

This aligns the Capital Planning and Investment Controls (CPIC) process of select, control, and evaluate phases with the Systems Development Life Cycle (SDLC). 

There are 5 notional gate reviews with associated documentation for project conception, initiation, planning, execution, and launch.

Of course, this can be modified as needed based on the project threshold and governance stringency required and seeks to create strategic alignment with the goals of the organization. 

(Credit Graphic: Andy Blumenthal)
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June 19, 2018

Terrible TV

So we bought a new big screen television. 

That's exciting, right?

We brought it home from Costco. 

And we gave our prior model away to a family member. 

It was a shlep to move that $2,000 Panasonic behemoth from 2007!

By the time we got back home and connected our new LG TV, oy vey what a disappointment. 

It had this brilliant display in "test mode" that when hooked up to the cable box looked dark and worse than lackluster. 

Even when fidgeting with the settings to offset the dark screen, the gorgeous test display mode still came out looking like crap in actual tv mode. 

But the worst part was that there was a black line down the middle right of the screen. 

When we looked it up on the Internet, it was a known error. 

The instructions said to call LG and make a service appointment. 

WTF!  To heck with this sh*tty TV--it's supposed to be brand new and actually work--so it's going back to Costco where this crappy product came from. 

I dragged this widescreen TV back to the store and put it on one of their flat wide carts. 

The problem was that the wheels on one side of the cart were busted, and it kept turning into the fence, store shelves, and wall.

When the lady behind the returns desk called me for my turn, I tried to push the cart and it wouldn't move. 

Not being able to budge this thing,  I gave it shove forward and the TV went flying from upright to horizontal--SMASH!

The lady behind the returns counter goes to me sarcastically:

"So what was wrong with it BEFORE you just knocked it over???"

Well to make a long story short, I returned the lousy LG television and got a refund. 

And instead ordered a new Samsung curved TV from Amazon--hope this one works!

As for the horrible quality control of today's electronics--it's a shame that they can't seem to make them without problems--they've only been making televisions for like 100 years or so. 

In fact, we recently bought a Dell laptop and within like 5-6 weeks, the motherboard died.  

As you can see, the vendors are wringing profits from the products they are making at the customer's expense. 

There is no quality control to speak of--instead be ready to return the junk electronics to the garbage vendors that make them. ;-)

(Source Photo: Andy Blumenthal)
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April 14, 2017

Inspector Inspects Starbucks

This was the first time that I have ever seen an inspector in Starbucks...

See the lady in the white lab coat with hair cap and gloves...

Ah, she stands out like a saw thumb in contrast to the other staff person in the traditional green Starbucks apron. 

So I would imagine that she's not a doctor moonlighting as a barista!

She was checking here, there, and everywhere. 

At this point, she was taking out the milk and looked like she had some thermometer like device to make sure it was cold enough and not spoiled. 

Honestly, I was impressed that they have this level of quality control in the stores. 

We need more of this to ensure quality standards as well as customer service -- here and everywhere in industry and government. 

There is way too much dysfunction, inefficiencies, politics, power plays, turf battles, backstabbing, bullying, lack of accountability, unprofessionalism, fraud, waste, and abuse, and mucho organizational culture issues that need to be--must be--addressed and fast!

Can the inspector that inspects do it?

Of course, that's probably not enough--it just uncovers the defects--we still have the hard work of leadership to make things right--and not just to checklist them and say we did it.

I wonder if the Starbucks inspector will also address the annoying long lines on the other side of the counter as well? ;-)

(Source Photo: Andy Blumenthal)
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March 17, 2013

Is Bureaucracy Just Another Word For Governance?

Fascinating opinion piece by Fisman and Sullivan in the Wall Street Journal on Friday (15 March 2013) called "The Unsung Beauty of Bureaucracy."

The authors argue that bureaucratic rules and regulations serve important purposes in that while "less good stuff gets done--but it also puts a check on the kinds of initiatives that can lead to catastrophe."

And they give numerous examples of industries that perform sensitive functions that you would want to actually take some extra time to make sure they get it right.

A vary basic example given was the company Graco that makes infant car seat and strollers; they have five design phases and hundreds of tests that add up to two years to product development, but who would rationally argue against such quality controls processes to protect our children.

They make another good point, we always here about bureaucracy slowing the innovation and product development down, but what about the "bad ideas that were quashed as a result of the same rules?"

We all rail against having to jump through hoops to get things done and rightfully so. The mission is important, time is of the essence, and resources are limited--last thing anyone wants is to be told you have x process that must be followed, y gates to get through, z signatures to obtain--and that's just for the routine stuff! :-)

But as much as we hate to be slowed down to cross the t's and dot the i's, often that's just what we really need--to make sure we don't do anything half-a*sed, stupid, or jut plain reckless.

One mistake in an operational environment can bring things to a standstill for thousands, in a system it can have a dominos effect taking down others, and in product development it can bring deadly consequences to consumers, and so on. 

So putting up some "bureaucratic" hurdles that ensure good governance may be well worth its weight in gold. 

Frankly, I don't like the word bureaucracy because to me it means senseless rules and regulations, but good governance is not that.

We need to stop and think about what we are doing--sometimes even long and hard and this is difficult in a fast-paced market--but like a race car taking the turn too fast that ends up in a fiery heap--stopped not by their steady pacing, but by the retaining wall protecting the crowds from their folly.

One other thing the author state that I liked was their pointing out the government which is involved in so many life and death matters needs to maintain some heightened-level of governance (I'll use my word), to get the food supplies safe and the terrorists out.

From clear requirements to careful test plans, we need to ensure we know what we are doing and that it will work. 

At the same time, showing up after the party is over serves no purpose.

Like all things in an adult world, balance is critical to achieving anything real. ;-)

(Source Photo: Andy Blumenthal)

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June 6, 2008

Life Expectancy and Enterprise Architecture

We all hope and pray for a long and healthy life with our loved ones. Unfortunately, when serious illness strikes, the question is how long does a person have to live?

The Wall Street Journal, 6 June 2007, reports that despite all the diagnostic medical tools today, predicting life expectancy is still “a very inexact science.”

While it does not seem odd to me that “doctors often fumble predicting life expectancy” since this is truly only something G-d can know for sure—what is odd is the magnitude of the discrepancy with doctors predictions. “Doctors overestimated dying patients’ survival by a factor of 5.3”!

Why the gross inaccuracy? And can this provide any lessons for enterprise architecture planning?

  • Forecasting is not a science—“Even some of the best scientific studies of some of the more common medical cases points to one conclusion: we don’t really know.” Similarly, with planning business and technology, we can’t really see into the future or around corners. The best we can do is to extrapolate from events and trends. This is more an art than a science.
  • Old/bad data is a poor basis for planning—“Life expectancy data for such patients are dated. ‘True life expectancy with best treatment is constantly changing.’” Similarly, with business and IT planning, events on the ground are constantly changing, so for planning to be even somewhat accurate, you need real time and quality data.
  • Optimism is an exaggeration—Doctors tend to be overoptimistic with their life expectancy predictions, “in part because they tend to be confident in their abilities and hopeful for their patients.” While we can’t give up hope—ever—we should not be overconfident in our abilities. When architecting the organizing, we must try to be as realistic as we can and not look at the enterprise with rose colored lenses.
  • Overlooking the obvious—“Doctors simply overlook the signs of nearing death.” As architects, we cannot overlook anything. We need to be on the lookout for the latest business and technology trends and plan accordingly for the enterprise.
  • Difficulty communicating bad news—“The pain and difficulty of communicating the prediction exacerbates the error…when estimating life expectancy for patients who, it turned out, had about a month to live, doctors tacked on 15 days onto their private predictions.” Enterprise architects need to be good—no expert—communicators. This is important in translating business-technology speak and in charting a course. If the current roadmap is not right for the organization, architects need to articulate the problems, why and how to fix them.
  • Treatment can cause more problems—“Patients and doctors expecting a longer survival time may agree on more invasive treatment, adding the burden of side effects and complications to patients in their final days.” Similarly, as architects, we may see a business process or technology problem and in trying to fix it, end up doing the wrong thing and exasperate the problem. So like doctors, our first pledge needs to be to do no harm.
  • Feedback and quality control—these “could help hone survival estimates.” So to with planning and governance, doing the assessment/lessons learned and performance metrics can be very valuable for improving practices and processes going forward.

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May 20, 2008

Systems Monitoring and Enterprise Architecture

When we log on at work, most if not of us get some sort of message that logging on connotes acknowledgment to monitoring and that there is no implied privacy to what you’re doing when logged onto corporate IT assets.

Monitoring is a way of life at work. It is part of information security, management oversight, and ensuring systems are running effectively (and preventing a severe network outage).

Kenneth Klapproth in DM Review, 22 February 2008 reports that network management tools are able to collect date “across the shared network to present real-time and historical availability, performance, and configuration statistics on individual services and applications.”

Cross platform monitoring and event management and resolution are important to maintaining the availability of today’s complex networks that are vital for corporate communications (voice, data, and video).

  • ALERTS: Monitoring not only alerts IT personnel to when networks falter, but can also be set to provide alerts when certain fault tolerances are reached, so that IT personnel can take action before the network is brought down.
  • CAPACITY: Network monitoring identifies not only when the network becomes overloaded, but also when there is excess capability that can be more optimally used.
  • TRENDING: Performance is not monitored as snapshots in time, but also can provide historical trending that can provide valuable information based on usage patterns.
  • VISUAL REPORTING: “Dashboard and web displays deliver visually compelling and graphically concise reports [of key network and capacity utilization trends] that enable organizations to make the right decisions faster and with more confidence.”
  • QUALITY OF SERVICE: QoS is improved with monitoring. “Managers can see the current and historical use and performance of network resources, monitor and report on congestion, correlate QoS configuration with network performance, and use the information to improve traffic and service delivery.”

Additionally, many network monitoring tools have the ability for other key management features including self-discovery and healing. These features include: IT asset management, remote control, problem resolution, operating system set-up and configuration, software distribution, license monitoring, back-up and recovery, security, and lights-out management.

While network monitoring and management are more operationally focused, they are critical from an enterprise architecture perspective to ensure the delivery of core IT functionality for the enterprise: namely, a robust, sound, secure, cost-effective, state-of-the-art IT infrastructure upon which information can be delivered to the right people, anytime, anywhere.

Network management tools can also be helpful in building the enterprise architecture because of their asset discovery feature. With the ability to spider out over the network and touch anything with an IP address, these tools can help identify key enterprise architecture assets in order to establish the baseline and plan for future targets.


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November 4, 2007

Six Sigma and Enterprise Architecture

Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects. A defect is defined as nonconformity of a product or service to its specifications.

While the particulars of the methodology were originally formulated by Bill Smith at Motorola in 1986, Six Sigma was heavily inspired by six preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. Like its predecessors, Six Sigma asserts the following:

  • Continuous efforts to reduce variation in process outputs is key to business success
  • Manufacturing and business processes can be measured, analyzed, improved and controlled
  • Succeeding at achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management

The term "Six Sigma" refers to the ability of highly capable processes to produce output within specification. In particular, processes that operate with six sigma quality produce at defect levels below 3.4 defects per (one) million opportunities (DPMO). Six Sigma's implicit goal is to improve all processes to that level of quality or better.

Six Sigma is a registered service mark and trademark of Motorola, Inc. Motorola has reported over US$17 billion in savings from Six Sigma as of 2006. (Wikipedia).

Is Enterprise Architecture another offshoot of Six Sigma, Total Quality Management, Kaizen, and so on or is it different?

First what are the similarities between EA and Six Sigma?

  1. Business process improvement—both seek to improve business processes to enhance efficiency and effectiveness and improve enterprise “quality”.
  2. Performance measurement— both believe in measuring and managing results of operations and in driving toward improved performance and mission execution.
  3. Alignment to strategy—both seek to align outputs to strategic goals

What are the differences between EA and Six Sigma?

  1. Technology versus design Focus—EA focuses on technology enhancing business performance; Six Sigma emphasizes design for defect-free performance (or zero defects).
  2. Use of Information for improved decision-making versus process optimization—EA captures business and technical information to improve IT planning, governance, and decision-making (such as new IT investments); while Six Sigma captures and measures information on performance to optimize business processes.
  3. Information- versus industrial-based economy—EA aligns technology solutions with the information requirements of the business and its foundation is in the information economy; while Six Sigma’s defect-free processes are based on an industrial, engineering, and product-based economy.
  4. Information-centric versus process centric initiative—EA is an information-centric initiative that addresses information requirements, information technology solutions, information security, information access, information archival, information privacy, information sharing, and so on; Six Sigma is a process-centric initiative that addresses process inputs, outputs, controls, and mechanisms and works through process definition, measurement, analysis, improvement, and control (DMAIC).

So EA and Six Sigma share some important facets such as business process improvement, performance measurement, and alignment to strategy; however, EA is an information-centric initiative geared toward the information age, as such it takes Six Sigma into the 21st century.


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