Sidenis — относительно небольшая ИТ-компания, которая на первый взгляд не отличается от сотен других аутсорсинговых фирм. Но мы ищем рассказы об уникальном опыте и ситуациях, с которым сталкиваются далеко не везде. И здесь они, конечно, тоже есть. Сиденис 20 лет работает в страховой сфере, работает на крупнейшие корпорации и пытается создавать свои продукты. По итогам оценки компании, которую Sidenis получили на «Моем круге», сотрудники особенно благодарны компании за хороший соц.пакет, комфортные условия работы и профессиональный рост. Мы поговорили с Виктором Климовым, agile-коучем Sidenis, и попытались узнать, трудно ли связать двести человек между часовыми поясами, как бороться со списком запрещенных технологий от заказчика, заниматься на работе личными проектами и зачем гениальным программистам знать английский язык. Читать дальше →
CAPTION TEXT HERE/Getty Images A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. At Salt Lake City-based Intermountain Healthcare, ensuring the alignment of all these things to provide extraordinary care requires a constant regimented focus across our 23 hospitals, 170 clinics, and 850,000-member health insurance plan. To achieve that, we have implemented a model of daily huddles on an extensive scale. In this article, I’d like to share the insights we’ve gleaned from the model’s first full year of operation, which hopefully organizations in health care and many other industries will find useful. The model has been used in other industries and has parallels to the “teams of teams” approach in the agile method of operating that has become so popular. But the scale at Intermountain Healthcare, where more than 2,500 huddles occur every morning, makes it especially illuminating and instructive. At Intermountain, the 15-minute huddle is the key. It enables knowledge from activities throughout the organization in the previous 24 hours to escalate up to executive leadership — Tier VI in our model — and be addressed. Using that 15 minutes effectively requires structure: Each huddle has a leader; the participants are designated, as is the recorder of the data; the huddle is scheduled; and the categories of reported information are captured on a prepared chart. We have four fundamentals of extraordinary care that are covered in our daily huddles: safety, quality, access, and stewardship of resources so they are used to provide the best possible care. Across those fundamentals, eight key topics are reported every day. They include potential serious safety events that could have harmed a patient, caregiver injuries, and reported downtimes (of equipment, elevators, systems or processes, for example). The information that escalates up falls into two categories: Issues that cannot be resolved at a given tier Metrics that are reported daily, such as “units at capacity.” Information flowing back down includes follow-up reports on previous action items. Every action that emerges, including those at Tier VI, is tracked, and the outcome is communicated back through all tiers, so participants know what has transpired and understand the value of their input. After each Tier VI huddle, for instance, the recorder sends an e-mail to the person who owns each action and follows up to ensure that resulting outcomes are communicated. An item is not removed from the action register until follow-up is completed and conveyed. Interestingly, despite the number of huddles, the number of action items has never overwhelmed the system. Beginning at 8:45 AM, care teams and managers in our hospitals and clinics gather in more than 1,500 Tier I huddles. At 9 AM, their reporting is considered in about 170 Tier II huddles, consisting primarily of directors of hospitals and clinics. By 9:15 AM, the reports of those directors are considered in Tier III huddles by hospital administrators and geographical clinic groups. Their findings and needs are, in turn, considered 15 minutes later in Tier IV huddles of affinity hospital groups such as trauma hospitals, rural hospitals, home care, and the Medical Group. Their reports escalate further to Tier V, consisting of major organizational areas such as all hospitals and community-based care. By 10 AM, vital information has risen to the executive leadership, which includes the CEO and his direct reports plus other assigned functional executives. The entire process, which involved 652,080 huddles in the first year, is monitored by Intermountain Healthcare’s Continuous Improvement Team, and the categories of information collected are reviewed quarterly. The Continuous Improvement Team consists of about 50 caregivers who are spread geographically across the system. Team members have varied experience from industrial engineers to nurses and physicians, and a physician has responsibility for the team. Their focus is culture-based, not project-based, since we believe that real change and improvement come from a culture of continuous improvement aligned with strategy and a daily management system. At every tier, needs that can be addressed at that level are resolved, while remaining ones, along with accumulating data, escalate up. The process provides three key qualities — clarity, alignment and accountability — for patients and caregivers alike. The reporting lets executive leadership know precisely what is happening and unlocks frontline wisdom. It ensures alignment of goals, resources, and people. It pushes out responsibility and accountability to the frontline and enables executive leadership to intervene to remove barriers and release resources. It connects to the organization’s overall strategy and performance goals. Throughout the first year of operation of this model, which began in full in April 2017, the range and breadth of issues addressed was extensive. At the Tier VI level alone, 365 unique issues were tackled, resulting in 22 systemwide safety alerts to our caregivers, organizational awareness of 15 pharmaceutical and supply shortages, rapid communication for potential formulary alternatives when supplies become limited, and better facilitation of patient transfers within the system. We also recognized and closed gaps in training on new equipment, replacement parts, new products, and instructional manuals, allowing the system to implement swift training for our caregivers. An example of an important success of the escalation huddles is the ability to identify potential exposures to infectious diseases and quickly move to prevent the spread of diseases like pertussis, hepatitis, and chicken pox. Earlier this year, for instance, a community-wide outbreak of hepatitis b occurred. Our clinics reported the early development of the disease in huddles. That enabled Intermountain to prepare guidance for all clinics and ensure that staffing levels were appropriate and that increased dosages of needed drugs were on hand. Another example is how the huddles allowed us to better track caregiver injuries and patient safety issues. These successes are vital within a health care system devoted to the safety and wellness of our patients and caregivers. On the business side, the escalation process has provided improved visibility into operations. For instance, we have been able to track the increase in extended hours of access (beyond Monday to Friday; 8 AM to 5 PM) for our Medical Group clinics, including phone access and appointment availability, from 49% to 90% of clinics. We have pinpointed opportunities for improving staffing procedures and reducing interruption of services. On a national level, we have been able to work with two large vendors to improve their international shipping processes for replacement parts for imaging equipment, benefiting not only our organization but also many other customers of those companies. Here are some lessons we have learned about how to make the huddles approach work. It’s important to focus on trends and continually add and address issues being tracked. Every quarter we analyze what has escalated up and align it with key performance metrics. We often see significant quarterly differences — both because new needs arise and because previous efforts have improved metrics. We look at trends and how to address them, which may require adding new things to be tracked. In October, for instance, we added a new topic: errors in imaging, so that we can better understand any errors and how they occur. In reviewing trends, we have refined further the most vital metrics for executive leadership. We have also implemented a series of weekly reports in key system areas. Accountability is vital to the efficiency of the process. Every action taken is tracked, a time frame assigned, and the resulting resolution reported back through the tiers. That accountability demonstrates the value of the process to all participants. It reveals rapid results. It shows that executive leadership is engaged daily in responding to frontline needs. Perhaps most importantly, it underscores, in practical daily terms, the organization’s commitment to continuous improvement, providing a constant reminder and tangible evidence that the commitment is real and ongoing at the highest level of management. The entire process — from top to bottom — must be tied to the organization’s overall strategy and performance goals. That’s why Intermountain Healthcare’s four fundamentals of extraordinary care and eight key topics are covered in every day’s huddles. The eight topics are then tracked constantly and tie back to specific organizational goals. Continuous improvement is a constant quest. Escalation huddles offer enormous potential and striking results in that pursuit — both in health care and beyond.
Отказ от приобретения F-35B в Тайване объясняют тем, что F-35 является слишком дорогостоящим самолетом
Verizon Communications (VZ) will free up Agfa's IT staff from the responsibility of managing its global network, and enable them to instead focus on innovation in service and solution delivery.
They want to be like the Koch Brothers and the Mercers for campaign tech, but much cheaper, faster and smarter — and for Democrats.Higher Ground Labs, the incubator fund that last year put $2.5 million behind 12 start-up companies specifically focused on pumping up Democratic campaigns, says its beta test worked, so it will unveil its second round of financing on Tuesday for 11 new companies. Each is getting $100,000 of seed capital, with the rest of the money on reserve for programming and follow-up funding for successes.The fund takes 6 to 8 percent equity in each company, and says profits will be reinvested in future expansion.“People who have given money before are craving a different way to participate and a different way to invest in the Democratic Party,” said Betsy Hoover, a Higher Ground Labs co-founder and the digital organizing director for the Obama 2012 campaign.The list of investors includes Reid Hoffman, co-founder of LinkedIn, SoulCycle founders Alan and Elizabeth Cutler, and big Silicon Valley investors Tamim Mourad, Ron Conway and Scott Mason.Of the new groups, one provides software to automate the process for fundraising calls. Another streamlines online polling for faster, more accurate online polls. Still another connects people to activism through analyzing their social media interests, while a fourth uses that public information to tailor ads and other voter appeals.The idea was simple when it started to come together last year: while groups like Indivisible and Swing Left emerged to channel the explosion of Democratic activity after President Donald Trump’s election, Higher Ground Labs would tackle the widespread recognition that Republicans in 2016 had smoked the Democrats in an area that for a decade had been their main electoral advantage.All of it comes as the Democratic National Committee has been racing to rebuild its own tech operation, left atrophied after years of mismanagement.“Where innovation is at its healthiest, there are a bunch of really smart people trying a bunch of cutting edge things. The party is not equipped to provide that space, either in resources or in speed and agility of strategy,” Hoover said. “What the party is equipped to do is take the things that are working well and quickly scale that.”Perhaps more important than the seed money has been the network and connections provided by Higher Ground Labs. It’s board is stocked with prominent alumni of the Obama campaign, offering a seal of approval to start-ups looking to attract clients and new investors.They’re looking to win races, but they’re also looking to turn a profit.“It’s not just that were investing in these companies, but able to provide them with the kinds of contacts and relationships and expertise that also helps them grow,” said Ron Klain, the former Al Gore, Joe Biden and Hillary Clinton adviser who serves as Higher Ground Labs board chairman.Several of the companies originally financed and nurtured by the small fund were cited as providing crucial help in last year’s races in Virginia. Eight of the initial round of companies were active in the state’s elections, and claim to have been involved in reaching out three million times to voters.One of those, Mobilize America, provides an online platform to help connect campaigns with interested volunteers, to work both locally and remotely. For 11 Virginia House of Delegates candidates last year, they say they connected about 6,000 “shifts” of time — each two or three hours of knocking on doors or making phone calls. For Rep. Conor Lamb’s special election win in Pennsylvania last month, they tracked 4,000 shifts, including 1,300 just on the Friday before the election, which he went on to win by a very tight 670 votes.The start-up’s overhead is low, and so is the cost: depending on campaign size, the charge is between several hundred and several thousand dollars per month.“By virtue of connecting directly to the online community that wants to help candidates, we can win races. We can figure out how to mobilize the movement into an electoral force,” said Mobilize America co-founder and CEO Alfred Johnson.Johnson said that for 2018, the company is expecting to work with 10-20 campaigns, as well as some of the newer grassroots groups, coordinated campaigns at the state level and Democratic campaign committees out of Washington. None of it would be possible, he said, without the initial help from Higher Ground Labs and the continued advice they’re getting. Some of the incubator fund’s investors have since turned around and invested in the company directly.The rest of the companies in the first round have similar stories, like one that taps social networks to help people make more personal voting appeals in campaigns or another that has built an updated database of every candidate running for every office around the country to create custom voter guides.The goal is to add 10-15 companies each year, with about the same amount of investment in each to retain the boutique, hands-on approach to the accelerator. But the goal is also to keep making profitable companies.“HGL has become category-defining institutional capital for innovation in the progressive movement,” said Shomik Dutta, the fund’s other co-founder and a former Obama fundraiser.Once Higher Ground Labs invests, they bring in the companies for three days per month of training around understanding the world of contemporary political technology, then building products and marketing within it. Companies will head to Washington June 11-14 for a series of pitch meetings hosted by the DNC that all the major party committees will attend, and then to San Francisco July 16-19 for a demonstration day with investors.The DNC is happy to have the help, and the competition. They desperately need it.“If we had infinite funds and infinite resources, it would be great to build this all in-house. We have none of those,” said Raffi Krikorian, an alum of Twitter and Uber who was hired as the DNC’s chief technology officer last year to start getting the party headquarters back up to speed. “Let people do some of the R&D work with a different set of funds.”
Большинство IT-компаний привыкли к ежедневным внутренним митингам, статусным собраниям или коротким stand up, которые призваны оптимизировать процессы и синхронизировать работу всех членов команды. Оптимально, если такие встречи не будут превышать 15-20 минут. Читать дальше →
You'll never believe which dog breeds were born to be service animals.
Сегодня расскажем, как переводили на микросервисы монолитное решение. Через наше приложение круглосуточно проходит от 20 до 120 тысяч транзакций в сутки. Пользователи работают в 12 часовых поясах. В то же время функционал добавлялся много и часто, что довольно сложно делать на монолите. Вот почему системе требовались устойчивая работа в режиме 24/7, то есть HighLoad, High Availability и Fault Tolerance. Мы развиваем этот продукт по модели MVP. Архитектура менялась в несколько этапов вслед за требованиями бизнеса. Первоначально не было возможности сделать всё и сразу, потому что никто не знал, как должно выглядеть решение. Мы двигались по модели Agile, итерациями добавляя и расширяя функциональность. Читать дальше →
Всем привет! Сегодня у нас на связи agile-коуч Василий Савунов. Немного поговорим об организации работы команды по системе Scrum, а также получим ценные рекомендации по обучению Scrum и Kanban. Читать дальше →
John Isner punctuated his unexpected run to the Miami Open title with a surprising display of agility, dancing across the court while basking in a breakthrough. The 6-foot-10…
Руководители иногда перестают прислушиваться к интуиции и игнорируют свой личный опыт. Может ли мозг одного человека обогнать команду аналитиков и выдать удачное решение
I found this book by Sebastian Abbot very stimulating, though I wished for a more social-scientific treatment. The focus is on Africa, here is one bit on the more conceptual side: But focusing on a young player’s technique still tells a scout relatively little about whether the kid will reach the top level, even when […] The post *The Away Game: The Epic Search for Soccer’s Next Superstars* appeared first on Marginal REVOLUTION.
В эпоху вселенского внедрения agile-методологий и Devops уже никто не сомневается в том, что регрессия должна быть автоматизирована. Особенно, если в компании идет речь о Continuous Delivery. Все кинулись хантить разработчиков автотестов, от чего рынок становится перегретым. В этой статье я расскажу о том, что на самом деле разработчик автотестов — не такая уж и важная роль в команде. Они не нужны, особенно если вы внедряете у себя scrum. И все эти agile-ы и devops-ы можно внедрять и без этих людей. Так что если кто-нибудь вам скажет, что у них в команде все тестируют руками — потому что у них по каким-либо причинам нет разработчика автотестов — не верьте им. Они тестируют руками, потому что по-другому им лень. Или не умеют. Читать дальше →
These highly adaptive retailers are proving that continued, agile innovation is an absolute necessity in order to survive.
В четверг, 29 марта (уже завтра!), в офисе сервиса путешествий Туту.ру пройдет очередной Softer Meetup. Обсудим, как на самом деле нужно записывать требования в виде (User) Story и работать с ними, оставаясь в согласии с принципами и ценностями Agile. Читать дальше →
Участники недавно прошедшей в Москве конференции познакомились с проектом рекомендаций по применению гибких подходов к реализации государственных проектов на федеральном и региональном уровнях