Improving the R&D/Support Relationship

Improving the R&D/Support Relationship Karen Herzog Vice President, Support Services McKesson SCP Showcase November 10-11, 2004

R&D on other side In the beginning….. • Support and R&D worked very hard to meet individual goals, however, like most Support/R&D environments, those goals were not aligned. • Poor prioritization of test suites • No R&D time allocated to Support issues • No informed prioritization of defects • Not much communication between teams • Not much understanding of each other’s processes

Improving Support/R&D Communication • Cross-Functional Design Teams • QA Organization Reports through Support • 25% R&D Time Allocated to Maintenance • R&D Scorecard • PCR Review Process • Severe Escalation Process

Improving Support/R&D Communication • Cross-Functional Design Teams • Members are: Project Manager, Design, R&D, QM, Support, Technical Services and Documentation • Support representative responsibilities: • acts as the customer advocate • gain knowledge about the project • identify potential areas of concern from a Support perspective • contribute opinions on the project • develop Support training plan

Improving Support/R&D Communication • QA Organization Reports through Support • Formal handoffs: • R&D to QA • QA to Support • Support participation in the QA process • testing • risk analysis • Building of e-answers articles

Improving Support/R&D Communication • 25% R&D time allocated to maintenance • Eliminates conflicts with enhancement projects • Review of backlog • analysis of backlog • recommendations to address backlog • monthly review of backlog • 25% allocation also applies to QA

R&D Monthly Scorecard

Improving Support/R&D Communication • PCR Review Process • PCR Review Team: R&D, QM, Support, Technical Services, Documentation • Assign target build based upon customer need/impact and internal constraints • Prioritize defects to ensure R&D is focused on most critical issues • Weekly review and assignment of PCRs • review PCRs • review resolved PCRs for accuracy – R&D is responsible for resolutions

SEVERE PCR ESCALATION PROCESS • Quick response time to customer • Everyone is kept “in the loop” via e-mail • Overall Goals • PCR is documented • Support can communicate most current information to customer Notification - or - Action Plan (R&D) Validation Plan (QM) Support Analyst logs NEW PCR with Severity = SEVERE Within 1 Business Day QM Analyst must respond with the following: Within 1 Business Day R&D must respond with the following: • Add note to PCR with detailed Validation Plan notes. Subject = Validation Plan • E-mail with contents of PCR note must be added to original e-mail, Reply to All, append “- QM” to subject line • Add note to PCR with detailed Action Plan notes. Subject = Action Plan • E-mail with contents of PCR note must be added to original e-mail, Reply to All, append “- R&D” to subject line PCR Review Team escalates existing PCR to Severity = SEVERE To: REPLY TO ALL Subject: Product Line: - Severe PCR # - R&D Content: Areas Impacted R&D Resource Estimates Time Estimates - or – Time estimates for further evaluation Resources required ** RECEIVED IN QM by Team Leads ** To: REPLY TO ALL Subject: Product Line: - Severe PCR # - R&D- QM Content: Areas for Validation Time Estimates - or – Time estimates for further evaluation Resources required • To: DL APG PDS PCR Review Team (if PDS) • - or - • DL APG AD/HBI PCR Review Team (if AD/HBI) • - or - • DL APG TSTAR PCR Review Team (if TSTAR) • Subject: Product Line: - Severe PCR # • Content: Product Name • Summary • Description • Desired Resolution Date Assignment of Target Date • PCR Review team Support member evaluates info from R&D and QM • Enters Target Date • Forwards information to PCR Review Team • QM Team Leads • Assigns PCR to QM Analyst • Forwards e-mail to QM Analyst assigned to PCR *** WHEN TESTING IS COMPLETE *** E-mail is sent by the QM Analyst to appropriate PCR Review Team stating that testing is complete. *** WHEN CODING IS COMPLETE *** Email is sent to the PCR Review team w/ ART in the subject line. This begins the “Resolution Review process” between R&D and Doc. The originator of the Escalation is responsible to Continually Update the SLA tracking document. \\amhmain\data\share\APG_Prod_Supp\Tracking_documents\SLA_Spreadsheet.xls

Support and R&D Unite

Additional Improvements • R&D case process • During the instances of staffing shortages within Support, R&D resources will be available to Tier-2 Support to help troubleshoot and resolve cases logged by customers • SWAT meeting • Initiated by Support • Cross-functional team members • Focused effort to resolve critical customer issues • Support Beta customers • Evaluate beta issues and prioritize for internal discussion • Enables R&D to work on specific customer issues

Additional Improvements • Maintenance Project Manager • Focus on resolving PCR backlog and customer issues • Release Planning Meetings • Bi-weekly review of hot customer issues • Change Control Board • Assess impact of requested changes to the release process

Summary • It can be done! • Needs to be an organizational decision • Benefits: • better all-around understanding • everyone has a role in customer satisfaction • team approach • accountability • better communication

Questions?

Improving the R&D/Support Relationship