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LACE (CCSQ Lean Agile Center of Excellence)

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  • QMVIG faces the challenge of siloed knowledge repositories as well as gaps in knowledge transfer and information curation that can occur over time. As a result, QMVIG requires a fresh solution to knowledge management that is centralized, transparent, and accessible to the QMVIG community of Divisions
  • DPMS currently uses SharePoint to house documents for both internal and external review, as well as a repository for these documents. The organization of this site is not effective for DPMS's current projects
  • Some divisions need support to manage and track all action items for QMVIG, related to cross component work, such as measure alignment and the MIPS/SSP/APMs strategy work. This will be critical support as CCSQ rolls out the National Quality Strategy in April to ensure alignment across QMVIG programs to meet the strategy goal
  • QMVIG needs support to track upcoming timelines in a comprehensive manner across quality, policy, scoring, etc. 
  •  Advice/guidance on how best to document and maintain staff assignments and roles
  • The QMVIG program needs support for MVP to coordinate the multiple facets (monitoring progress of: policy, MVP development, implementation, etc) of the framework, to ensure milestones are met, and tracking to overall MVP OKRs and metrics.
  • Some divisions in QMVIG lacks the ability to set up alerts, reminders when workflow milestones are met or missed and set up reports and dashboards to monitor progress of documents as they matriculate through the workflow


DiscoveryObservation techniques will include

This phase lasted 3 to 4 months where the QMVIG team applied different discovery technique to learn more about the QMVIG program. The following discovery where done by the QMVIG support team:

  • Ceremony observation: The QMVIG support team will attend attended all necessary meetings organized by the each division to understand the purpose and value
  • Interview Interviewed all the QMVIG division leaders and Key key staff members. Also the support team will do created a stakeholder mapping to identify key people and roles to understand the flow of value through each divisions and program
  • The QMVIG support team will do did an analysis of all approved CCSQ tools with all the currently used QMVIG tools QMVIG currently uses so that we can better recommend tools for all QMVIG divisions. This analysis document was submitted to the QMVIG Front Office for review and also to approve the tools recommended by the QMVIG support team

Recommended Approach

Randolph Anagho, LACE coach and the QMVIG support team will work together to support the QMVIG program.

Strategy support: SPARK approach will be utilized for organization documents repository system, Standard Operation Procedures (SOPs) for documentation usage, and training for CCSQ users on system functionality. Strategy Planning and Realization Kit (SPARK) consist of Discovery, Direction, Alignment, Execution and Evaluation

Documentation: Performance of Program and project-level activities will be conducted to support QMVIG in modernizing its workspace and internal documentation systems. The objective for this are: 

  • Creating document repositories (virtual workspace) with logical and easy to flow organization and categorization based on end user needs
  • Development of SOPs to support users both posting documents and searching for documents 
  • Onboarding and training CCSQ users on Confluence functionality 
  • Building a QMVIG library for knowledge transfer and a weekly QMVIG newsletter for disseminating information throughout QMVIG

Tools: A detailed tool analysis will be performed on all QMVIG currently used tools against CCSQ approved tools with recommendations from the QMVIG support team on what tools will be valuable to capture their needs. This analysis will be presented to QMVIG front office to decide on what tools met their needs

The QMVIG support team will develop a road map for all tools approved by the QMVIG front office. This road map will consist of dates when planning, socialization, training, release and product review on all tools to be implemented, approved by QMVIG front office


Risks

The only risk noted so far is the reluctant to culture change which is;

  • The OMVIG program is reluctant to embrace new tools recommended due to the complexity of using these tools. An example is they will prefer Confluence rather than Jira if they both provide the same functionality

To manage the risk, we will,

  • The QMVIG support team did Do a detail tool analysis on all the tools QMVIG currently uses versus what is approved by CCSQ with recommendations. This will help analysis helped them know the different functionality and values of each toolstool and also if it captures all their needs. 

The QMVIG support team plans to:

  • Develop, organize and deliver trainings on processes using these tools and also refer them to the necessary tools trainings within CCSQ
  • The QMVIG support team will send our a survey to QMVIG after tools are implemented to evaluate where coaching is required.

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