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Business Impact Based Cloud & Project Investment Decisions Arizona IT Symposium – April 10, 2013. Impact Based Decision Process. Sonora Quest Laboratories Background Joint Venture between Banner Health and Quest Diagnostics
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Business Impact Based Cloud & Project Investment Decisions Arizona IT Symposium – April 10, 2013
Impact Based Decision Process • Sonora Quest Laboratories Background • Joint Venture between Banner Health and Quest Diagnostics • Provides management of the laboratories of the Banner Health System located in the Arizona hospitals • Provides laboratory services to 7,000 physician clients, performing 75,000 tests per day • Employs 2,600 people in Arizona • Long history of Six Sigma/Lean quality focus • Active development of Green Belts under the direction of Master Black Belts on site and through Quest
Impact Based Decision Process • In 2010 we engaged Booz & Co to review our operations • One of their recommendations was the formation of a Project Management Office to oversee the implementation of their identified opportunities. • While most of their identified opportunities involved process improvements, some involved the replacement of older legacy administrative systems or supplementing existing systems with additional functionality. • Our internal processes were geared toward process improvement. We really did not have a methodology in place to evaluate make or buy software system decisions.
Impact Based Decision Process • Booz - Client Information Packet Automation • Multiple manual inputs into several different computer systems. • 90% of inputs were received incomplete • Consistently missing SLA for starting a new client • We initiated a Green Belt project to automate several manual processes when we hit the wall. • There were no cross departmental corporate guidelines developed. • There was no central “Steering Committee” to make decisions. • There was some Capital Investment funding available.
Impact Based Decision Process • We decided to get help from Insight to • Develop a process for project selection and design, Project Opportunity Assessment (POA) • Use it on the CIP project to prove it out • And teach our PMO staff how to use it • One of the deliverables was a process to evaluate and rank projects • It is very straight forward and easy to use. • It presents the outcomes in a graphical easily understood fashion. • We immediately applied it to our IT project backlog to help differentiate the tasks for the real projects.
Impact Based Decision Process • When we presented the IT project rankings to the Senior Leadership Team, they wanted to see how the rankings were derived. • Then they wanted to apply it to their own areas: • HR was evaluating several SAAS learning systems to replace a legacy system. • Marketing was looking at replacing a legacy Appointment Scheduling Service. • Compliance and Risk had been using a manual process to rank items and was very intrigued by the tool. • Customer Service was evaluating replacing a legacy trouble ticket tracking system.
Impact Based Decision Process • We had to revisit some of the guidelines to align them with the departmental requirements • Strategic Impact Items • Alignment with the Business Plan (Roadmap) • Level of Standardization • Risk/Reward to Customer • Total ROI • Business Impact Items • Risk/Effort to SQL • Cost to Market Ratio • Impact on SQL resources • Integration/Adoption Complexity
Impact Based Decision Process • We had to revisit some of the guidelines to align them with the departmental requirements (continued) • Technical Impact Items • Type of Solution • Solution Adoption Complexity • Integration Complexity • IT Resource Requirement • Revisited Impact Item Definitions • Revisited Impact Item Weighting
Impact Based Decision Process • Finished Product now adopted by Senior Leadership Team for evaluating all future departmental projects • Risk/Compliance is looking to adapt • CEO’s comment = “Cool” • PMO is using POA for all projects and SDLC for any project that has a score in the IT Resource Required field.
