Sunday, February 23, 2014

Industrial Engineering - Information Technology Systems - Productivity Improvement and Cost Reduction Processes



IT Metrics and Productivity Institute
https://www.itmpi.org/


2013


A software process engineering approach to understanding software productivity and team personality characteristics: an empirical investigation
Yilmaz, Murat (2013) A software process engineering approach to understanding software productivity and team personality characteristics: an empirical investigation. PhD thesis, Dublin City University.
http://doras.dcu.ie/17731/

A bank increases developer productivity by 34 percent
An IBM DevOps solution provides an integrated, automated software development platform
http://www-01.ibm.com/software/success/cssdb.nsf/CS/CPAR-9BXTM7?OpenDocument&Site=default&cty=en_us


Developer Productivity Report 2013 – How Engineering Tools & Practices Impact Software Quality & Delivery
http://zeroturnaround.com/rebellabs/developer-productivity-report-2013-how-engineering-tools-practices-impact-software-quality-delivery/

What is Software Development Productivity?
http://www.slideshare.net/murphygc/development-productivitymsr2013-24457350


Enhancing the efficiency and effectiveness of application development
http://www.mckinsey.com/insights/business_technology/enhancing_the_efficiency_and_effectiveness_of_application_development

Lean Software Development: Meshing  with Extreme Programming
http://fileadmin.cs.lth.se/cs/Education/EDA270/Reports/2013/Ridderheim.pdf

2012
Training Productivity Improvement at WIPRO
A person who took around 30 days to get trained is l now taking around 22 days.
“Over the last 18 months,  training days were reduced by 80,000 days for over 10,000 people,” according to  Mr Ved Prakash, Chief Knowledge Officer, Global IT Business, Wipro Ltd.
http://www.thehindubusinessline.com/industry-and-economy/info-tech/article2850929.ece



2010
Introduction to Software Productivity
Galorath Incorporated
2010 presentation
http://www.galorath.com/blogfiles/Galorath%20Productivity%20Introduction%20slides.pdf
Software Rework is a  Hidden Productivity Killer (Source IAG Consulting)

Rework generally defined as: “work redone due to misunderstandings the first time”

It can be 50% in some projects

Poor requirements / business analysis yielded 3 project failures for 1 success

Companies with poor requirements spent, on average, $2.24 million more per project than those employing best requirements practices

Software rework is a symptom. Root cause is lack software requirement detail & requirement tools abstract and lacking context.

Identify percentage of redesign, reimplementation, retest

Typical percentages:
• Redesign = 40% of total effort
• Reimplementation = 25% of total effort
• Retest = 35% of total effort
10 software productivity laws were mentioned in the presentation

2009

How CIOs can increase IT Capability while cutting costs - Accenture 2009
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture_How_CIOs_Increase_IT_Capability.pdf

Technology in Turbulent Times - Accenture report 2009
100 levers of IT Cost Reduction - 50 levers were given the in the report in figure 3.


2007

Easier, Simpler, Faster: Systems Strategy for Lean IT

Jean Cunningham, Duane Jones
Productivity Press, 23-Feb-2007 - Business & Economics - 163 pages
To enhance and sustain its Lean journey, a company must implement information systems that fully support and enhance the Lean initiative. In Easier, Simpler, Faster: Systems Strategy for Lean IT, Jean Cunningham and Duane Jones introduce the case study of an actual Lean implementation involving the IT system of a mid-size manufacturer, highlighting the IT challenges that the manufacturer faced during the Lean transformation. Winner of a Shingo Prize, this book will provide you with a broader vision as well as a path to what a Lean system environment will look like for your company.
Duane Jones worked in Lantech Corporation, celebrated for its lean journey, and implemented ERP there.
http://books.google.co.in/books?id=NL33SCQ4N0wC



Six Sigma for IT Management

Google Book Link
http://books.google.co.in/books?id=zgq-qhzT7I4C

Six Sigma provides a quantitative methodology of continuous (process) improvement and cost reduction, by reducing the amount of variation in process outcomes.

The production of a product, be it a tangible product like a car or a more abstract product like a service, consists of a series of processes. All processes consist of a series of steps, events, or activities. Six Sigma measures every step of the process by breaking apart the elements within each process, identifying the critical characteristics, defining and mapping the related processes, understanding the capability of each process, discovering the weak links, and then upgrading the capability of the process. It is only by taking these steps that a business can raise the high-water mark of its performance.IT is now a fundamental part of business and business processes; this book demonstrates how IT can be made to work as an enabler to better business processes, and how the Six Sigma approach can be used to provide a consistent framework for measuring process outcomes.ITIL defines the what of Service Management; Six Sigma defines the how of process improvement; together they are a perfect fit of improving the quality of IT service delivery and support. The Six Sigma approach also provides measures of process outcomes, and prescribes a consistent approach in how to use these metrics.This Pocket guide, provides a coherent view and guidance for using the Six Sigma approach successfully in IT service organisations. It particularly aims to merge ITIL and Six Sigma into a single approach for continuous improvement of IT service organizations.

2004
Software Process Improvement in WIPRO
CMU/SEI Report
http://www.sei.cmu.edu/reports/04tr006.pdf

2003
Ranking IT Productivity Improvement Strategies
Martin Griss, Flashline Software Productivity Development Council
http://martin.griss.com/pubs/WPGRISS01.pdf


Case Study on Six Sigma at WIPRO
http://www.iitk.ac.in/infocell/announce/convention/papers/Changing%20Playfield-04-Manisha%20Sharma,%20Kapil%20Pandla,%20Prasanth%20Gupta.pdf

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